Annual Report & Accounts 2002-03 committed to correctional excellence Scottish Prison Service Annual Report & Accounts 2002-03

Presented to the Scottish Parliament in pursuance of the Prisons (Scotland) Act 1989

Laid before the Scottish Parliament by the Scottish Ministers

July 2003

SE/2003/190 Edinburgh: The Stationery Office £15.10 Previous Reports

1970 Cmnd 4809 1971 Cmnd 4999 1972 Cmnd 5349 1973 Cmnd 5735 1974 Cmnd 6350 1975 Cmnd 6546 1976 Cmnd 7162 1977 Cmnd 7391 1978 Cmnd 7749 1979 Cmnd 8037 1980 Cmnd 8421 1981 Cmnd 8618 1982 Cmnd 8980 1983 Cmnd 9400 1984 Cmnd 9670 1985 Cm 1 1986 Cm 223 1987 Cm 551 1988 – 1989 Cm 998 1989 – 1990 Cm 1499 1990 – 1991 Cm 1663 1991 – 1992 Cm 2143 1992 – 1993 Cm 2323 1993 – 1994 HC 515 1994 – 1995 HC 593 1995 – 1996 HC 508 1996 – 1997 HC 18 1997 – 1998 HC 808 1998 – 1999 HC 638 1999 – 2000 HC 619 - SE/2000/1 2000 – 2001 SE/2001/280 2001 – 2002 SE/2002/178

ISBN 10 888110 5 Cont SPS Vision 4 The Scottish Prison Service Board 5 ents Foreword 6 SPS Key Results 7 Leaders in Prison Correctional Work 10 Highest Standards of Service 14 Scottish Prisons’ Staff 18 Recognising Staff 20 Value for Money 22 An Estate Fit for Purpose 24 Custody and Order 26 SPS Establishments 28 A year in the Scottish Prison Service 38

Appendices

1. Location of Establishments 40 2. Establishments: Population, 2002-03 41 3. Average Daily Population in Establishments 42 4. Receptions to Penal Establishments 42 5. Escapes and Absconds from Custody 43 6. Prison Discipline: Offences and Punishments 44 7. Prison Industries 45 8. Staff Numbers and Recruitment 46 9. Staff Training 47 10. Parliamentary Accountability 48 11. Accounts 49

SPS Vision

Correctional Excellence We will be recognised as the leader in prisons’ correctional work which helps reduce recidivism and thereby offers value for money for the taxpayer. Mission We will maintain secure custody and good order; and we will care for prisoners with humanity and provide them with appropriate opportunities. Action We will aim to ensure that: • Scotland’s prisons can fairly be viewed as the leaders in correctional services, delivering effective prisoner opportunities which help reduce recidivism; • the prison estate is fit for the 21st century; • Scotland’s prisons are acknowledged as providing the highest standards of service delivery across their full range of activities; • Scottish prisons’ staff will be respected by the nation for their professionalism, their wide range of skills and the difficult job they do on behalf of society; and • in the necessary pursuit of demonstrating value for money to the taxpayer, public sector costs will be competitive. Values The values of the Scottish Prison Service are: 2002-03 • integrity, frankness, and honesty in dealing with people;

ounts • fairness and justice, respecting the needs and rights of prisoners and staff; c • mutual support, encouraging teamwork and commitment; • caring for the safety and wellbeing of prisoners and staff; and • openness about our aspirations, our successes and our failures, coupled with the willingness to learn. e Annual Report & Ac ottish Prison Servic Sc

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The Sc ottish Prison Servic

TONY CAMERON Chief Executive e Boar

BARBARA ALLISON ALEC SPENCER PETER RUSSELL WILLIE PRETSWELL Director of Director of Director of Director of Finance &

Human Resources Rehabilitation Human Resources Business Services d June 2002 & Care Until May 2002

PETER WITHERS MIKE DUFFY KEN THOMSON Operations Director, Operations Director, Director of Strategy & North and East South and West Business Performance June 2002 Sc ottish Prison Servic

CHRISTINE CARLIN MALCOLM WISHART ALISDAIR MACINTYRE e Annual Report & Ac Director, Estates Review Non-Executive Director Non-Executive Director Until May 2002 c ounts 2002-03

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The 12 months covered by this Report saw much public debate about the future of the d Scottish Prison Service. or Following a widespread public consultation on the Scottish Executive’s proposals, the w

e Justice Minister announced the outcome of the Prison Estates Review. The Executive’s principal decisions were that two new prisons should be commissioned and that the

or Executive would commit capital expenditure of over £110m over the next three years to F allow Scottish Prison Service (SPS) to step up its work to create a fit for purpose Estate in the 21st century. The Executive also announced that the first of the two new prisons would be privately financed, built and operated. In respect of the second prison they issued a challenge to the “This report SPS and to the Trades Unions to bridge the gap on cost and time between public and private marks the 10th service provision. The Executive has presented the Scottish Prison Service and our Trades Unions anniversary of partners with an opportunity. We have been challenged to produce a robust and credible Agency Status plan that is competitive, offers value for money and delivers the prison places we need on – a decade of time. I am pleased to record the deep commitment of both the SPS and the Trades Unions to taking this project forward. A joint team from the Scottish Prison Service and Trades real Unions is developing our response to this challenge. achievement” The Executive’s decisions on the Estates Review were made against a background of a sharp rise in prisoner numbers. The average prison population for 2002-03 was 6,475, five TONY CAMERON percent higher than 6,185 in 2001-02, itself the highest ever average figure. On 30 May the Chief Executive Scottish prison population reached a record high of 6,723. The Scottish female prison population reached a peak of 319 on the 12 August 2002. Despite the acute pressures which this surge in numbers caused, I am pleased to be able to record that we achieved most of our Key Performance Indicators in 2002-03, despite record high numbers. Targets were not only met but significantly bettered on escapes, number of programmes delivered to prisoners, programme accreditation, education provided and cost per prisoner place. We met our night sanitation target. Unfortunately, we did not meet our target in relation to assaults or mandatory drug testing. The increased numbers of assaults is worrying and we are taking a number of co- ordinated steps to address this, including improvements in houseblock design and staff sight lines for supervision purposes. In addition, and following a conference called specifically to consider assaultative behaviour, our Governors are drawing up their individual action plans to ensure these important KPI issues are tackled in the coming year and we’ll continue to closely monitor these. We believe that assaults are in various ways connected with the problem of drug misuse which remains a major issue for the Scottish Prison Service, as it is for Scottish society generally. Nevertheless, considering that about 85% of the men and 95% of the women are ‘on’ illegal drugs when they arrive at prison, turning that around to 83% of all prisoners clear of drugs while in prison is a magnificent achievement. Prisons are a microcosm of the society in which they are situated and tackling the abuse of drugs is a particular focus for a variety of criminal justice agencies including SPS. We are taking all measures possible to try and alleviate this situation. I also firmly believe that the improvements in our buildings and the increased security that these will provide will assist in reducing the level of violence. I was delighted that the Justice Minister was able again to host a reception at Edinburgh 2002-03 Castle this year to recognise the commitment, courage and achievements of SPS staff. I am

ounts grateful to the Justice Minister for publicly recognising the courage and professionalism of c our staff in their work on behalf of Scottish society. By the time this Report is published we will have reached the 10th anniversary of Agency status for Scottish Prison Service. It has been a decade of real achievement. Though prisoner numbers have increased by over 20% we have seen access to night sanitation increase from 50% to 80% and the average cost per prisoner place in real terms has reduced by about seven percent. In the last three years alone we have increased

e Annual Report & Ac prisoner-learning hours from about 220,000 to over 400,000. The number of escapes in 1992 was over 40 – in the current year it was just one. Increased security, better conditions for prisoners and staff, more opportunities for learning and rehabilitation – a great achievement. We cannot be complacent, nor are we. We recognise much still needs to be done. Reflecting on what we have achieved gives me

ottish Prison Servic the confidence that we can do still better. Sc

6

SPS Ke As an Agency of the Scottish Executive Justice Department, the Scottish Prison Service is set a range of key performance targets by the Justice Minister. These Ministerial targets are designed to measure how efficiently and effectively SPS is delivering its business on behalf of the Scottish public. Targets are reviewed periodically and current measures cover the period up to 2004-05. The monitoring of our performance in this way ensures that the Service achieves value for money and makes its required y Results contribution to the delivery of the Scottish Executive’s wider commitments on criminal justice. SPS is therefore fully committed to Correctional Excellence and to working with partner agencies to making Scotland a safer place by playing its part to reduce crime and the fear of crime.

The Service achieves this by maintaining secure custody and good order in each of its establishments. In addition to providing proper standards of care for prisoners – sentenced to custody by the courts, we also offer challenging opportunities, P interventions and programmes aimed at addressing and reducing offending behaviour. erf Moreover, as part of the Scottish Executive’s cross-cutting agenda, we work with ormanc partner agencies in both the statutory and voluntary sector to provide opportunities to assist prisoners adjust and reintegrate into the community on release from a custodial setting. Risk and needs assessment, effective intervention, throughcare and social inclusion are integral to SPS’s Correctional Excellence Vision to reduce the likelihood of e agains prisoners re-offending on release. Performance in some areas in the current reporting year has not been as encouraging as in the past and this may be attributed to the difficult circumstances under which the Service has had to operate. This year has seen record levels of t Minis imprisonment and detention resulting in the average daily prisoner population reaching 6,475. In May 2002 the prison population increased to a record high of 6,723 prisoners t with projections forecasting an upward trend towards 7,000 over the next few years. erial T Establishments have been at full stretch to accommodate the numbers being sent by the courts.

Performance is also reported within the context of significant environmental ar change. Along with the increased demands of high prisoner numbers, the Estates gets Review temporarily engendered an element of uncertainty over the future use and viability of some establishments. SPS is committed to having an ‘estate fit for purpose for the 21st Century’ and now that the review has been concluded, the Service has a clear idea of where it needs to invest and what it needs to do to ‘bridge the gap’ to provide a competitive business and demonstrate value for money to the Scottish taxpayer. A project team has recently drawn up an appropriate design specification for future prison builds illustrating what needs to be delivered. The team completed its report in March 2003 and its recommendations will inform the design of future building projects. Accommodation will be designed to support the delivery of the wide range of prisoner programmes and activities available within the Correctional Excellence agenda to address prisoners’ needs and offending behaviour.

We have also made significant progress on measuring the performance of individual Sc prisons. The forthcoming introduction of Service Level Agreements (SLAs) across the ottish Prison Servic public estate will enable us to accurately measure and compare performance with equivalent providers of custodial services. The performance figures reported below therefore need to be viewed against an unsettled environment and a year of particular pressure and demand. During the period there has been one escape from custody , whilst a cause for concern, the performance e Annual Report & Ac reflects an improvement on last year’s performance as set out in the accompanying table. The number of serious assaults on staff has been an issue of considerable concern. This year we are disappointed to record that 29 members of prison staff have been seriously assaulted carrying out their daily work. This increase means that the Service breaches its target by 16 (current target is 13 or less). In the past four years significant c progress has been made in controlling assault figures and this increase in violence on ounts staff is a cause of considerable concern. We are currently examining research data to 2002-03 see how the problem can be tackled and rectified.

7 The number serious of assaults on prisoners is also a target which has been breached with 127 prisoners assaulted in Scotland’s prisons. This figure is 44 above gets target and although disappointing, is perhaps not surprising considering the pressure of ar high prisoner numbers and the subsequent pressure on accommodation experienced during this period. SPS continues to develop and implement a number of strategies which support both erial T t social inclusion and the Correctional Agenda and we can report good progress in this field. Figures for this year demonstrate both the commitment to addressing prisoners’ offending behaviour and our ability to deliver under pressure. This year 1,588 prisoners t Minis completed programmes: of these 874 prisoners completed intensive Accredited Programmes designed to address criminogenic needs and 714 prisoners completed shorter Approved Activities (targets were 700 to complete Accredited Programmes; 1,100 overall). The performance reported highlights significant improvements on last e agains year’s results and the continuing commitment to develop and improve programme activity. In addition to the progress on addressing offending behaviour, we are pleased to

ormanc record across Scotland’s prisons a significant increase in the number of prisoner learning hours, up from last year’s figure of 307,222 to this year’s figure of 415,699. This erf

P figure represents over 100,000 prisoner hours above our target and reinforces our

– commitment to improving the level of literacy amongst the prisoner population. The continued drive towards improving the quality of our prison estate saw new house blocks in HMYOI Polmont and the redevelopment of C hall in Barlinnie. Both these initiatives helped us to reach our target of 79% of available prisoner places with access to night sanitation. We remain committed to achieving the goal of having an estate fit for the 21st century and ending the practice of “slopping out” as soon as practicable. The new house block in HMP Edinburgh to be completed by the summer of 2003 will further assist in this aim. y Results The MDT target has been narrowly missed this year, with 83% of prisoners tested found to be clear of drugs (the target is 85% clear). SPS, its partner agencies and the Executive continue to be committed to tackling drug abuse in Scotland. Drugs remain a significant challenge within prison and the Service is determined to provide opportunities for prisoners to change their drug taking behaviour. Initiatives continue to

SPS Ke be developed and a programme of research on drugs assessment, referral and intervention is planned for the forthcoming year. Yet again we have bettered the target set for the average cost per prisoner place. This was well within target at £29,839, further demonstrating the Service’s ability to work within resources allocated. Finally, making Scotland a safer place is of fundamental importance to the work of SPS and reducing re-offending is a key objective. However, re-offending is the product of a range of complex factors, some of which are beyond the influence or control of the Service. Notwithstanding the caveats of how it is to be measured, it is important to have some understanding of the impact of prison on criminal behaviour after release. SPS now issues an annual Returns to Custody publication as part of the Research Bulletin Series, based upon those prisoners released in any given year and returned to custody within the subsequent two years. The most recent figures available for the year 1999 indicates that 47% of prisoners had returned to custody within the two year period. This 2002-03 compares with 46% (1997) and 48% (1998) in previous years. While over half of prisoners

ounts released not having returned to custody within two years could be seen as some c measure of success for the Service, we remain committed to doing all we can to improve upon this through our programmes and interventions. Overall, this has been a demanding year for the Service with high prisoner numbers and the Estates Review having an impact on overall performance. While some targets unfortunately have been missed, much has been accomplished, especially in the areas of prisoner programmes, throughcare and

e Annual Report & Ac social inclusion. A challenging year lies ahead The average daily prison population of for the Service and with continued investment 6,475 in 2002-03 was 5% higher than our in the estate, the Service is confident in its previous peak numbers with a record high ability to deliver Correctional Excellence and act of 6,723 on 30 May 2002 provide value for money. f ottish Prison Servic Sc

8 SPS Ke Performance against Key Ministerial Targets

Key Performance Targets y Results Key Performance Indicators 1999-00 2000-01 2001-02 2002-03 Target Outturn Target Outturn Target Outturn Target Outturn

1a. Extreme Risk Escapes 0 0 0 0 0 0 0 0

1b. Other Escapes 23 5 10 1 8 3 <=7 1 – P

2a. Serious Assaults on staff 25 13 14 14 13 12 <=13 29 erf ormanc 2b. Serious Assaults on 239 91 91 69 56 85 <=83 127 Prisoners

3a. Number of programmes 850 890 850 773 700 871 1,100 1,588 e agains and approved activities

3b. % of programmes - - - - 50% 64% 50% 63% completed to be accredited t Minis

4. Education: number of - - - 225,000 250,000 307,222 300,000 415,699 t

prisoner learning hours erial T

5. % of available prisoner 76% 75% 76% 76% 78% 78% 79% 79%

places with access to night ar

sanitation gets

6. % of those tested under - 85% - 85% 85% 83% 85% 83% random MDT procedures clear of in-prison drug use

7. Average annual cost per £28,761 £28,114 £29,500 £28,240 £32,600 £30,172 £31,900 £29,839 prisoner place (£s).

1a. Extreme Risk: An individual who has been placed on high supervision and who through a rigorous risk assessment requires police involvement in external escorting arrangements. 1b. An escape is defined as having taken place when a prisoner breaches a perimeter security barrier or evades a secure escort. 2. A serious assault is defined as: when the victim (staff or prisoner) has sustained an injury resulting in detention in Sc

hospital as an in-patient, or any of the following injuries, whether or not the victim was detained in hospital: fractures, ottish Prison Servic concussion, internal injuries, crushing, severe cuts or laceration, severe bruising, scaulds or burns or severe general shock requiring medical treatment. 3. These are programmes which have been either Accredited or Approved by experts, ensuring appropriate programme principles are upheld. Accredited programmes are longer interventions, which have been verified by a Panel of independent experts. Approved activities are shorter interventions, which are internally approved.

4. The total number of hours completed by prisoners within structured education classes. e Annual Report & Ac 5. The percentage of available prisoner accommodation with access to night sanitation. 6. The percentage of prisoners clear of in-prison drug use. 7. The annual cost per prisoner place as calculated and externally verified for the financial year April 2002 – March 2003. c ounts 2002-03

9 We will be recognised as the leader in prisons’ correctional work which helps reduce recidivism and thereby offers value for money to the taxpayer. ork Correctional Excellence is outstanding prison practice in protecting the public and reducing the risk of reoffending. It is about continually improving performance, achieving the highest standards of service delivery and evidencing the exceptional added value of the work we do. We need to satisfy the public and other stakeholders that our service makes a real difference and that it provides real value for money. The fulfilment of our Vision of Correctional Excellence will be dependent upon our ability to reliably deliver and improve our performance against the first three elements

ectional W of our mission: custody, order and care. Failure to deliver these will not only make the “We have a pursuit of excellence illusory but will prevent us from providing meaningful and central role to challenging opportunities for prisoners to exercise responsibility, acquire new skills and to reintegrate successfully into the community on release. Correctional Excellence is play in about measuring our performance against the delivery of all these elements. Each of our contributing to five Directorates, 16 Prison Establishments, SPS College and Central Stores have a the successful significant contribution to make to the delivery of our Vision. delivery of the The Correctional Agenda Correctional Scotland’s prisons can fairly be viewed as the leaders in correctional services, delivering effective prisoner opportunities which will help reduce recidivism. Agenda” The Scottish Executive has set out an inclusive agenda for criminal justice which sets

s in Prison Corr ALEC SPENCER out to tackle the twin challenges of crime: Director of • providing and promoting effective ways of dealing with those that commit Rehabilitation & Care crime; and • tackling economic, educational and social factors that create the environment in which crime flourishes, thus making Scotland’s communities safer. Leader The SPS has a central role to play in contributing to the successful delivery of this agenda however this will only be achieved by engaging in constructive partnerships with other agencies and the community. In delivering the correctional agenda we aim to: • work with partners to maintain and include the offender in the community; (INCLUSION) • motivate prisoners to develop their skills and to effectively achieve and sustain positive changes in their behaviour; (OPPORTUNITY) • maintain a safe, secure and caring environment; (CUSTODY, ORDER, CARE) and • deliver results that show the value of our work.

Care and Opportunity The SPS aims to care for prisoners with humanity; and to provide prisoners with a range of opportunities to exercise personal responsibility and to prepare for release. We aim to provide prisoners with regimes that enable them to access essential services, maintain family links, remain active and motivated and use their time in a purposeful and constructive manner. We are developing a robust Risk and Needs assessment process that fully supports the delivery of appropriate opportunities to prisoners to help them to address their offending behaviour, tackle addiction problems, 2002-03 acquire new skills and access support in the community on release. Central to

ounts developing this approach is the work of Rehabilitation and Care Directorate. c

Rehabilitation and Care Directorate The Directorate co-ordinates the development of a balanced and integrated range of purposeful activities to enable establishments to maximise opportunities for prisoners to address their offending behaviour and evidence their preparation for release. This is collectively known as sentence management and encompasses developments in

e Annual Report & Ac risk/needs assessment; sentence planning; core (accredited) programmes and other approved activities; education and work skills, psychological, social and chaplaincy support. In addition, the Directorate provides consultancy, advice and support to Directors and prisons in all these areas, along with health care, social work, catering and other specialist areas. The Directorate has the responsibility for the delivery,

ottish Prison Servic implementation and monitoring of appropriate standards of health care. Sc

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Leader s in Prison Corr

Official opening of Cornton Vale Sentence Management Unit. ectional W Key Objectives for 2002-03 Key Performance Indicator Target Achieved

Number of programmes and 1,100 • 1588 total approved activities completed, • 714 Approved Activities completed • 874 programmes completed x% of programmes completed 50% • 549 programmes accredited (63%)

to be accredited. ork

Education: number of 300,000 • 415,699 prisoner learning hours.

% of those tested under 85% • 83% random MDt procedures to be clear of in-prison drug use.

Interventions and Assessments A new system to improve the collection of programme data and provide evidence regarding the success of interventions was developed and implemented. Analysis has already started on the Anger Management programme. Papers showing initial promising results were presented to the joint Scottish Prison Service / Glasgow Caledonian University conference on violence in September 2002. Analyses of sentence management returns, which provided a picture of aggregated prisoner need, was presented to the Interventions Strategy Group (ISG) in September 2002. Sentence Management and Prisoner Supervision System (PSS) timelines have been merged and staff and managers have been trained in the revised Sentence

Management manual. Sc A short-term prisoner needs assessment was developed in consultation with ottish Prison Servic external agencies to ensure integration. This will be piloted in 2003-04. Risk Management Manuals have been drawn up and Establishments supported to implement Risk Management Groups (RMGs), guidelines will be issued in 2003-04. Revisions will be made to the format and presentation of psychological risk assessments. e Annual Report & Ac Adult Mandatory Life Prisoners (AMLP) risk assessment procedure were managed and briefings provided for SPS / Parole Board discussions. Work has started to implement the new Mental Health policy, approved by the SPS Board in September. A project will standardise multi disciplinary mental health teams. The availability of appropriate interventions has increased. The Extended Sex Offender programme has been introduced at Peterhead. A number of new Approved c Activities developed. The drugs programme Lifeline has been implemented in five sites. ounts During the year papers have been given to conferences organised by the SPS and by 2002-03 professional societies. A module on Prisons and Rehabilitation and Care is presented to the M.Sc. in Forensic Psychology at Glasgow Caledonian University.

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SPS is represented on the Project Board to establish a Risk Management Authority. The Directorate is contributing to the revision of prisoner records, to facilitate the

ork scheduling of activities and evidencing of their impact. An Interventions Strategy Group will advise on how to best meet the needs identified, the range of programmes, their location, staff training issues and effectiveness.

Inclusion In March 2002 the Scottish Prison Service created an Inclusion Branch to co-ordinate activities and interventions and improve partnership relations, particularly for offenders serving short sentences (less than four years).

ectional W For the purpose of streamlining services for offenders, three discrete policies were agreed under Inclusion, these will be formally launched during 2003: • Addictions • Learning, Skills and Employability • Social Care

Prison Industries 2002-03 was a successful year for Prison Industries with over a million pounds worth of work previously carried out abroad being won for the Scottish Prison Service Workshops. External sales also exceeded budget by £458k with a sales income of £2.72m. In 2002 The Royal Mail awarded SPS Industries their Gold Award for outstanding achievement in supply of metal fabricated postal trolleys. The Royal Mail is continuing this

s in Prison Corr contract for a further two years.

Addictions: The contract for Addiction Services was implemented in April 2002. Since then 10,783 assessments have been processed. Careplan reviews and one to one interventions totalling 23,349 have been carried out. Leader There have been 2,764 referrals to Transitional Care since it started in January 2003, with 1,298 transitional case conferences held at establishments. Of those referred to transitional care 60% have attended their first community appointment. Outwith the Transitional Care process over 10,000 direct link external referrals have also been made to other agencies, for example Turning Point, Councils on Alcohol, Homeless Addictions Teams, Rough Sleepers Initiative and Community Social Work Services. Across the estate four National Addictions Audits were carried out.

Social Work: Four pilot sites (Edinburgh, Glenochil, Polmont and Dumfries) established contracts for delivery of prison based social work services. Further contracts will be rolled out during 2003-04. The post of National Family & Social Care Manager was established during the year. 2002-03 ounts c e Annual Report & Ac

ottish Prison Servic Official opening of Glenochil Programmes Unit. Sc

12 Leader The Scottish Prison Service has played a significant part in the Scottish Executive led Tripartite Group (Scottish Executive, Scottish Prison Service and Local Authority Criminal Justice Services). This group has encouraged an integrated approach to public protection. The evaluation of the Edinburgh Prison Throughcare Centre was completed in 2002 a report will be published in 2003. Last year prison based social workers provided a number of services including: s in Prison Corr • approximately 1,500 reports were prepared to help the Parole Board and others assess and manage the risk posed by those prisoners who require supervision on release. • 1,000 pre-release meetings were attended to ensure that community agencies had appropriate information to help them supervise prisoners on their release. • over 12,000 interviews with prisoners were conducted following a request from the prisoner, an officer or someone else acting on behalf of the prisoner. • work undertaken with approximately 6,000 prisoners to resolve complex matters and address criminogenic needs.

Education: Last year prison based education contractors and prisoners working in SPS ectional W establishments achieved: • 415,699 Prisoner Learning Hours. • 3,927 Basic Skills Assessments. • 3,677 Individual Learning Plans developed.

During 2002 the Scottish Prison Service achieved the status of one of four national sites undertaking a Literacies “Pathfinder” project to progress investigations in all areas of literacy, numeracy and IT need. Accordingly, a range of objectives are anticipated from the ork project during 2003-05: • the establishment of links with strategic planning groups for literacies, including Communities Scotland; • establish and develop links with “action plan” groups to link community based provision for prisoners’ post liberation and assist the re-integration process; and • pilot new training for learning providers and peer tutors.

Healthcare: The Directorate has responsibility for the delivery of appropriate standards of healthcare. In the course of the past year: • SPS successfully hosted in Edinburgh the World Health Organisation (Europe) Health in Prisons Project Meeting and Conference in October 2002. • a Nursing Services Review is currently ongoing to ensure the SPS delivers an effective needs based nursing service to the prisoner population. • establishment responses to the Clinical Governance Framework were considered and a development plan is in progress. • a Health Promotion Framework was published as part of Prisoners Health

Week, which commenced on 28 October 2002. Sc • “Positive Mental Health”, the SPS Mental Health Policy was published in ottish Prison Servic December 2002. Work is underway to develop a strategy to implement the policy. • control of infection guidelines were published in September 2002.

Developments and significant events:

• a report ‘The Future Management of Sex Offenders within Scottish Prisons’ was e Annual Report & Ac published in June 2002. This document was circulated for public consultation (closed March 2003) and a report is due in 2003. • a Partners conference was held in October 2002. • an External advisory forum has been established to provide SPS with advice on inclusion issues. • short term prisoners assessment developed. c • prisoner wages review. ounts • the policy document ‘Making a Difference’ was launched in October 2002. 2002-03 • SPS will liaise with social work and police in 2003-04 to develop further sex offenders risk assessments.

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SPS aims to ensure that Scotland’s prisons are acknowledged as providing the e highest standards of service delivery across the full range of their activities.

As a public agency, we are committed to the consistent delivery of high quality services and the highest standards of corporate governance. If we are to succeed in our Mission to deliver Correctional Excellence, we must measure our performance and establish the effectiveness of what we do. Key performance indicators, monitored over time, offer us, our partners, other stakeholders and the wider public the means to see how well we are delivering. We

ds of Servic are committed to continuous improvement driven by monitoring, assessing and reviewing our performance against robust standards and indicators. “As a public agency, we are Strategy and Business Performance Directorate The Directorate of Strategy and Business Performance is responsible for advising andar committed to Ministers on prisons policy and for translating Government policy into a strategy the consistent for the future direction of the service.

t St delivery of The Directorate’s aim is to help SPS deliver its Mission by supporting the Scottish Prison Service Board in shaping strategy and managing corporate risk and high quality by providing business, analytical, statistical, communications and legal policy services and services, independent audit and assurance and by delivering projects for which the Directorate is responsible. the highest Changes to the Directorate’s structure in 2002-03 resulted from completion of Highes standards of work on the Prison Estates Review and a review of Directorate functions. New teams were established to manage the Creating Correctional Excellence corporate programme and to assess the effectiveness of prisoner programmes. A combined governance” Business and Analytical Services team was established, and the Operational and Internal Audit teams were brought together in the Directorate prior to creating an KEN THOMSON integrated Audit and Assurance Unit to support further improvements to corporate Director of Strategy & governance. Business Performance Key objectives and improvements in 2002-03 Key points from the Directorate’s work in 2002-03 are set out below.

Business Performance • Business Performance continued work on the introduction of the Correctional Excellence Model as the SPS’s strategic and business planning tool. The Correctional Excellence Model, based on the EFQM, provides a platform for improving the Service’s ability to plan, achieve its objectives and ultimately deliver its Vision; • work has also been taken forward to introduce performance contracts for all public sector prisons. These will be introduced in May 2003; and • in support of these contracts, a Corporate Management Information System has been developed to aid continuous improvement and monitor the delivery of key results. 2002-03 ounts c e Annual Report & Ac 96% of prisoners describe their relationship with other prisoners in their prison as being positive act f ottish Prison Servic Sc

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Highes Analytical Services • Analytical Services completed work on The Fifth Prison Survey (a survey of all prisons, all prisoners and all public sector prison staff in Scotland), an evaluation of the SPS Suicide Prevention Strategy, an evaluation of the National Induction Centre, an evaluation of the Shotts Unit, a review of t St Open prisons, and a review of the operation of Her Majesty’s Inspector of Prisons;

• a major international conference on violence looking at its origins, andar assessment and management was organised in Glasgow (8-11 September 2002); • Analytical Services continued to publish bulletins regarding returns to

custody in Scottish Prisons; and ds of Servic • the team continued to support the Service’s Programme Accreditation Panel.

The team also managed visits by several delegations that included: the Israeli Prison Service, the New Zealand Department of Corrections, Danish Prison and Probation Service, Northern Irish Prison Service and Correctional Service of Canada.

Communications e • the communications team co-ordinated media management and publicity and assisted in the production of Ministerial briefing relating to the Estates Review. In addition the team supported the Minister and SPS staff in Parliamentary debates and Justice Committee appearances; • implemented Media Monitoring and Measurement systems; and • produced a variety of publications for SPS corporately and for Directorates and Establishments. Sc ottish Prison Servic e Annual Report & Ac c ounts 2002-03

Storage Unit made by Perth prisoners for the Old Oak Nursery in Dunkeld.

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e ds of Servic andar t St

Peterhead Catering Manager Roddy Kirk's culinary flair is recognised Highes with an award from the prestigious Craft Guild of Chefs.

Legal Policy • the Legal Policy team secured various improvements to the law relating to prisoners, through the Criminal Justice Bill which was passed by the Parliament in February 2003; • enabled the remission of all additional days that had been imposed on prisoners under prison disciplinary proceedings and that remained outstanding, following a decision by Ministers to do so in order to meet possible concerns in connection with the European Convention on Human Rights; and • delivered a range of actions in relation to human rights issues as affecting the SPS. For example, we delivered a series of briefings to senior managers on the European Convention on Human Rights and produced a contribution for the SPS interest for inclusion in the UK Government’s Report on implementation of the International Covenant on Economic, Social and Cultural Rights.

Statistics • the Statistics team provided statistical information on the potential impact of proposed changes in sentencing and release practices on the prison population;

2002-03 • analysed the long term trends in the female prison population; and • developed programs to produce information on prisoners by geographic ounts

c area of origin based on post-code data.

Internal Audit • Internal Audit completed its approved programme of audit activity and gave positive assurance to the Chief Executive, as the Agency accountable officer, on the adequacy of Internal Financial Control; • continued to provide support and advice to the Risk Monitoring and Audit e Annual Report & Ac Committee; and • during the year, worked with consultants in developing the Internal Audit Strategy for 2003-06 and contributed to the development of the Service’s Corporate Governance Strategy. ottish Prison Servic Sc

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Highes Operational Audit • the Operational Audit team supported and advised on the revision of the SPS’s Operating Standards and the development of a risk-based self- audit tool for use in establishments; • supported and advised in the development of SPS’s Security Standards t St and provided guidance to the Security Standards Review & Development Group; and

• undertook a programme of audit visits to establishments. andar

Projects • the Estates Project team is based in the Directorate and leads a multi

agency project to secure improvements in the provision of prisoner escort ds of Servic and court custody services. A tender exercise was launched in 2002-03.

Shaping strategy and managing corporate risk • the Directorate arranged and supported Board workshops in May and August 2002 to shape SPS’s strategic thinking, developed further in a workshop with senior managers and a managers’ conference in September; and • during 2002, as part of a programme of work to embed corporate e governance standards and systems, the Directorate supported the Board’s development of SPS’s corporate risk management systems.

Creating Correctional Excellence • the Deputy First Minister’s statement to Parliament on 5 September 2002 marked the completion of the Prison Estate Review. SPS established a programme structure to manage the work required to implement the decisions announced on 5 September. The new “Creating Correctional Excellence” team supported the Programme Board and Ministers through the second part of the year; and • this work included a seminar in March to allow Justice Ministers to set out their thinking on their challenge to SPS and its Trades Union partners to bridge the gap with private sector prison providers on cost, value for money and delivery. Sc ottish Prison Servic e Annual Report & Ac c ounts Promotion of healthy eating, well-being and positive mental health resulted in Glenochil gaining a bronze award in the Scotland's Health at Work scheme. 2002-03

17

Scottish prison staff will be respected by the nation for their professionalism, their wide range of skills and the difficult job they do on behalf of society.

Delivering the highest standards of service requires a highly professional and competent staff. Working in prisons can be both demanding and rewarding, requiring staff to have a wide range of skills and specialisms. Central to success is the management of our people in line with the values of the SPS. We recognise that our staff are our most valuable resource and are crucial to making a real difference to the lives of prisoners and in helping us to achieve our Vision.

ed by Society Human Resources Directorate “‘Forward Our Human Resources Directorate supports the Scottish Prison Service in: Together’ will • recruiting, developing and retaining quality staff who can perform effectively and efficiently; radically • making sure that our staff are rewarded and managed fairly and change the way consistently; and we work • developing strategies by which we can maximise the contribution from our people ensuring maximum efficiency. together to It provides services in the areas of employee resourcing, employee relations, welfare, pay and associated matters, and advice on health and safety. Through the aff – Respect modernise the Scottish Prison Service College it also provides appropriate elements of training, Service” supports the development of the organisation and increasingly it accredits local ’ St BARBARA ALLISON delivery of standard courses. To provide this corporate service it develops and Director of Human maintains appropriate policies; promulgates corporate standards, procedures and Resources systems where appropriate, provides advice, and monitors performance.

Key objectives and Improvements in 2002-03: • built on progress made last year in concluding a Voluntary Industrial Relations Agreement by holding workshops with management teams and local branches, facilitated by TUC. Feedback and experience of this modern approach to employment relations has been positive. • a new Personal Performance Management System introduced, effectiveness audited, and further improvements to system made for ottish Prisons 2003-04.

Sc • reached an advanced stage with our recognised Trade Unions on the content of a National Partnership Agreement, “Forward Together” which will radically change the way we work together to modernise the Service. 2002-03 ounts c e Annual Report & Ac

Reducing reoffending is key to the work of the Barlinnie Sex Offenders Unit. ottish Prison Servic Sc

18 Sc ottish Prisons ’ St aff – Respect

The introduction of a Racial Equality Scheme underlines

the commitment of the SPS to positive race relations. ed by Society

• workforce Planning tool developed to provide information to assist in the proactive management of future staffing levels. • successfully recruited a number of internal and external Middle and Senior Managers. • worked with our Trades Union Partners to revise and improve the Absence Management Policy to be introduced in December 2003. • published our action plan in response to the Race Relations Amendment Act on 30 November 2002.

Scottish Prison Service College • delivered 28,812 training days during the year. • 164 recruits completed their initial training. • new Prisoner Supervision System has been introduced into the Officers’ Initial Training Programme for all new Recruits. • reviewed the SPS Skills Framework in line with the Correctional Excellence Agenda. The new Behavioural Competencies Framework will be integrated into all key HR processes.

• trained all Management Teams in Directorate and Establishments in use of Sc the EFQM Model as Business Planning, improvement and measurement tool. ottish Prison Servic • developed and facilitated process mapping and improvement at a number of Establishments. • facilitated Team Effectiveness for Management Teams in Establishments to develop the required environment to support continuous improvement.

• Scottish Prison Service College supported Addictions Team through e Annual Report & Ac providing Induction Courses for Cranstoun Scotland in the first quarter of 2003. • continued to develop Managers at First and Middle Management through experiential and accredited programmes. SPSC developed a f new programme to support newly act c

4,649 staff are employed ounts promoted internal and externally in the Scottish Prison Service recruited Middle and Senior 2002-03 Managers.

19

The SPS is proud of its people and is keen to recognise some of the exceptional work and commitment shown by our staff in carrying out their often difficult job. aff

The following is an account of the many awards received by its staff over the reporting period.

Honours Queen’s Birthday Honours – 2002 Non State Nomination: Gordon Haxton MBE

ognising St New Year Honours - 2003 State Nominations: Harry Weir MBE June Mann MBE Rec Awards and Commendations Minister for Justice Certificate of Meritorious Conduct awarded to: Welfare Officer James Hannan, SPS Headquarters, for his outstanding contribution to the welfare of SPS staff. Following his sudden death members of his family collected the award in his memory. Operations Manager Allan Boath, HMP Peterhead, for his dedicated work with the sex offenders programme at HMP Peterhead and his work with the National Organisation for the Treatment of Abusers, Scotland. Shift Manager Paul Coleman, HMP Shotts, for his individual and collective action preventing a serious incident escalating into either a loss of hall, and/or a hostage situation. Residential Manager Edward Miller, HMP & YOI Glenochil, for his steadfast and consistent leadership throughout a difficult year in C hall. Staff at HMP Shotts, for outstanding dedication, professionalism and bravery in dealing with recent disturbances within HMP Shotts.

Chief Executive’s Certificate of Meritorious Conduct awarded to: Officer James Eadie, HMP Perth, who rescued a prisoner from a smoke filled cell and then attempted to stem the fire. Officers Alexander McIntosh and Alastair Christie, HMP Perth, who assisted a member of the public who had been seriously injured. 2002-03 ounts c e Annual Report & Ac

The Rehabilitation Care Directorate recognises the achievements of managers and staff in developing Approved Activities. ottish Prison Servic Sc

20

Rec ognising St aff

Staff celebrate their achievements at the Ministers Awards Ceremony with Jim Wallace.

Practitioner Nurse Daniela Tippett, HMP Edinburgh, who prevented a prisoner from committing suicide. Officers Kevin Torley, Graham Godsell and Ian Welsh, HMP Edinburgh, who intervened in an incident when prisoners were rioting. Officer David Beadsworth, HMP Barlinnie, who intervened in an incident between two prisoners. Officer Alan Jarvis, HMP Edinburgh, who intervened when a prisoner tried to escape whilst attending court. Clinical Manager Eileen Stewart, Practitioner Nurse Jackie Reid, First Line Manager James McGarry and Officers Allan Fish, Alan Gilmour and Stephen Anderson, HM YOI Polmont, who prevented a prisoner from committing suicide. Officers Michael Cunningham, Steven Robertson, Gary Robertson and Stephen Callaghan HMP Edinburgh, who intervened in an incident when a prisoner stabbed himself during a cell fire. Officer Kevin Stewart, HM YOI Polmont, who prevented a prisoner from committing suicide.

Imperial Service Medal

The following member of staff retired from the Scottish Prison Service during the Sc year and was presented with the Imperial Service Medal – William Rennie, HMP ottish Prison Servic Noranside.

Butler Trust The following individuals were presented with Butler Trust Awards at the Annual

Awards Ceremony in March 2003, at Buckingham Palace. e Annual Report & Ac Russell Gordon, Custody and Order Trainer, SPS College: Development Award. Russell Gordon’s dedication and high professional standards have effected significant improvements in control and restraint policy and practice throughout the Scottish system. Veronica Parker, Operations Officer, HMP & YOI Glenochil: Certificate Award in Staff Care. c During her 25 years of service, Veronica Parker has worked tirelessly for the ounts benefit of fellow staff and prisoners. 2002-03

21

In the necessary pursuit of demonstrating value for money to the taxpayer, public y sector costs will be competitive.

As a public service we need to clearly demonstrate that we deliver high standards and provide good value for money. The introduction of alternative providers has focused the SPS on raising standards, improving efficiency and achieving results. or Mone Finance and Business Services Directorate The Directorate provides a range of business services – finance, information systems, procurement, contract management and estate development and is

alue f “As a public responsible for providing policy and procedural advice for each function. Contract V service we Management is responsible for ensuring that Kilmarnock Prison Services Ltd perform in accordance with the terms of the contract for HMP Kilmarnock. Estate need to Development are responsible for ensuring the delivery of the Estate Development evidence good Programme and providing professional advice on all construction and related value for matters. Procurement is responsible for maximising the value for money that SPS derives from the contracts with its supply base, and for minimising the associated money, raising commercial risk. standards, Key objectives achieved in 2002-03: improving efficiency and Finance • Annual Accounts for 2002-03 were prepared and subsequently audited by achieving Audit Scotland and published as part of this Annual Report. The Annual results” Accounts can be found at Appendix 11; • training sessions and workshops in key financial areas were developed WILLIE PRETSWELL Director of Finance and and delivered to further enhance and broaden the financial management Business Services knowledge base within the Service. 2002-03 ounts c e Annual Report & Ac

ottish Prison Servic WHO conference delegates visit Cornton Vale. Sc

22 V alue f or Mone y

The Addictions Audit team is working towards a consistent approach to tackling addictions across the Estate.

Procurement • coverage of corporate contracts was considerably expanded to 70% (almost £60M) of SPS spend with its suppliers providing improved value for money; • a revised policy for delegated procurement authority was introduced to ensure that value for money was obtained on all SPS purchases.

Information Systems • Information Systems Services (ISS) completed the planned upgrade to the existing network infrastructure and introduced new procedures for future network changes; • ISS staff continue to be involved in all the strategic application project groups to provide technical knowledge and expertise in progressing new software upgrades, purchases and application roll-outs.

Contract Management Kilmarnock Prison contract monitored on an on-going basis and regular performance reviews held. Sc

Estate Development ottish Prison Servic Major projects in the Estate Development Programme: • new prisoner accommodation at HMYOI Polmont and HMP Edinburgh (£35M) delivered to schedule and within budget; • supplier framework agreements negotiated for key aspects of Estate

Development providing improved quality and value for money for SPS. e Annual Report & Ac f act c

Over 21% of staff and 36% of ounts governors-in-charge are female 2002-03

23

The prison estate is “fit for purpose” for the 21st century.

Following consultation on the Scottish Executive’s proposals on the Future of the Scottish Prison Estate, the Deputy First Minister announced decisions to Parliament on 5 September 2002 aimed at creating prisons fit for the 21st century. The Scottish Executive’s decisions are designed to:

• provide enough places for the prisoner population;

or Purpose • end the practice of “slopping out” in our prisons as quickly as possible; and • achieve the best value for money for the taxpayer.

e Fit f The approach combines investment in existing and new prisons, builds on the existing roles of both the private sector and the public sector and is driven by a at

t commitment to modernise public services and to correctional excellence. Key decisions announced by the Deputy First Minister included:

• an £110m investment programme in the existing public sector estate over three years commencing in 2003-04; An Es • one new prison to be privately built and privately operated; and • one new prison to be privately built, publicly operated if the Scottish Prison Service and the Trades Unions can produce a robust and credible plan – one than is competitive, offers value for money and delivers the places that are needed on time – to bridge the gap between the private and public sector on competitiveness.

During 2002-03, the following steps were taken to implement these decisions and to create a fit for purpose prison estate:

• a £17m investment in replacement prisoner accommodation at HMYOI Polmont was completed and opened on time and within budget providing 261 fit for purpose places; • an £18m investment in replacement prisoner accommodation providing 274 fit for purpose places is progressing to schedule and budget at HMP Edinburgh. [Scheduled to open early summer] 2002-03 ounts c e Annual Report & Ac

The opening of Iona Hall at Polmont was one of the most

ottish Prison Servic important days in the establishment's 92-year history. Sc

24 An Es t at e Fit f or Purpose

New houseblocks provide facilities fit for the 21st century.

• a £4m investment in refurbished prisoner accommodation providing 190 fit for purpose places at HMP Barlinnie was completed and opened on time and within budget; • development plans for four establishments – HMP Edinburgh, HMP Glenochil, HMP Perth and HMYOI Polmont – were prepared and approved. These plans define the investment programme required to create fit for purpose facilities over a five to ten year period; • an Estate Development Programme, setting out how these development plans will be implemented, was prepared based on the £110m investment programme announced by the Scottish Executive. As part of this programme, the accommodation at HMYOI Glenochil was closed and Sc

permission was obtained to demolish listed accommodation at HMP ottish Prison Servic Perth. Major investments are planned to commence at each of the four development sites during 2003-04; and • sites were identified for the two new prisons and work commenced on acquisition and securing planning permission for the proposed

development of 700 cell prisons. e Annual Report & Ac f act

In a confidential survey, over eight in c ten prisoners (83%) expressed no fears ounts for their safety in prison 2002-03

25 The SPS aims to keep in custody those committed by the courts and to maintain good order in each prison. der Keeping prisoners in safe and secure custody must be the first priority of any prison service. The SPS is therefore committed to minimising the number of prisoners who escape and to continually improve on standards of security, safety and good order. Central to this is the work of Operations Directorate.

Operations Directorate The Directorate provides the SPS Board and establishments with a service of

ody and Or operational support, general procedural guidance, including the development of MIKE DUFFY t Operations Director, corporate contingency plans and the delivery of operational competence South and West frameworks, which facilitate effective incident responses. It also provides an efficient line management service to establishments, along with operational and Cus procedural advice to other Directorates. The Directorate provides a responsive administration service through which the SPS interacts with Ministers, statutory bodies, criminal justice agencies and other prison jurisdictions on operational and individual prisoner casework matters.

Key objectives and improvements in 2002-03 The year saw the launch of the Directorate’s Race Equality Scheme, which will record and monitor complaints from black and ethnic minority prisoners on issues affecting their custodial management. During the year the SPS Security Standards were revised in line with the new PETER WITHERS corporate governance arrangements. Further developments including piloting are Operations Director, North and East planned for 2003-04. An operational response was provided to the Scottish Executive’s proposals for the reform of the High Court including proposals to extend the 110 day ruling for remand prisoners, prisons/courts CCTV link, the extension of sentencing powers for Sheriffs and escort arrangements to Courts. We continued to develop and enhance our working and liaison arrangements between Parole and Life Sentence Review Division of the Justice Department, Operations Directorate and establishments, which facilitates meaningful partnership working. 2002-03 ounts c e Annual Report & Ac

ottish Prison Servic Tending the gardens at Dumfries provides valuable work experience for prisoners. Sc

26

Cus t ody and Or der

Young offenders at Polmont carry out cleaning and cosmetic maintenance of spare appliances for Central Scotland Fire Brigade.

After frequent exchanges with the Office of the Surveillance Commissioner, a draft SPS policy on covert surveillance was developed, reflecting our requirements under the Regulation of Investigatory Powers (Scotland) Act, setting out procedures for the deployment of covert surveillance equipment and the use of covert human intelligence sources. Arrangements were put in place to support Reliance Monitoring in their operation of the Restriction of Liberty Order Scheme. Reliance Monitoring operate the “offender tagging” scheme on behalf of the Scottish Executive and require regular updates about forthcoming Court or liberation dates for such offenders to be able to operate the scheme effectively

A number of prisons were re-classified in order to cope with the record levels Sc of prisoner population experienced over the year. Most notable among these was ottish Prison Servic the designation of a female hall in Greenock prison which was commissioned in late 2002. Operations IT Programme Team set-up to manage, monitor and support all IT projects which fall under the remit of Operations Directorate

Development of the new Prisoner Records System which will bring about e Annual Report & Ac changes and enhancements to existing functionality including the addition new Sentence Management, Inclusion and Intelligence functionality. Operations Directorate continues to work in partnership with other UK prison services to improve on the policies and procedures for the cross border transfer of prisoners. At the end of September 2002 an Invitation to Tender was issued for the c provision of escort and court custody services on behalf of the SPS and all Scottish ounts Police Forces. Subject to a satisfactory outcome of the evaluation of the bids 2002-03 received, the consequent negotiations and finally Ministerial approval being received, it is intended to commence implementation of the services in early 2004.

27

Operations Directorate provides support for the 16 prison establishments in Scotland, each of which plays a crucial role in the delivery of the correctional agenda.

HM Prison Aberdeen Aberdeen is the local prison serving the north-east of Scotland and the Shetland Isles. It accommodates both male and female remand prisoners, male adults serving sentences of up to four years and female adults serving sentences of up to two years. Prisoners outwith these classifications who are received from court are housed and

ablishments prepared for onward movement to appropriate establishments. t

Developments and significant events: • the establishment was inspected by HMCIP during July. • one recommendation in the Inspectors report led to a change of role for B Hall from a male remand hall to an enhanced facility for prisoners who wish to

SPS Es maintain a drug-free lifestyle. • the continually rising prisoner population that averaged 210 for 2002-03 against a design capacity of 155 has impacted on the establishment’s ability to maintain consistent delivery of activities and throughcare services to prisoners. Nevertheless, the establishment achieved the targets set for the drug relapse programme Lifeline and the Sensible Drinking approved activity. • a ten-year Estates development plan that prioritises the requirements needed to create an establishment fit for the 21st century has been developed and submitted to the HQ Estates Development Team. • the establishment achieved full re-accreditation with Investors in People. The establishment received a variety of visitors during the year including Jim Wallace QC – Deputy First Minister, Dr Richard Simpson – Deputy Justice Minister, Anne Begg MP, Roseanna Cunningham MSP, Frank Doran MP, Alex Johnstone MSP and Richard Lochhead MSP. 2002-03 ounts c e Annual Report & Ac

Ministerial visits provide a valuable opportunity to explain the challenges facing the SPS. ottish Prison Servic Sc

28

SPS Es t ablishments

Members of the Young Scotland Programme visit Barlinnie.

HM Prison Barlinnie Barlinnie receives all male prisoners from the courts in the West of Scotland. It retains adult remand prisoners, and prisoners serving less than four years for the duration of their sentence. It allocates suitable prisoners from its convicted population to a range of lower security prisons, and manages prisoners serving sentences of four years or more in the initial phases of their sentence, until places become available for them in the long term prisoner system.

Developments and significant events: • the establishment continued to operate effectively despite the pressures of significant overcrowding. • C Hall re-opened after refurbishment to provide integral sanitation and electric power in cells. • the establishment was awarded Scotland’s Health at Work ‘SHAW’ Bronze Award in recognition of the work in supporting staff health awareness. • eight prisoners successfully completed the National Foundation for Training Entrepreneur’s business start up programme. • the introduction of a hairdressing salon with training to SVQ level for prisoners.

HM Prisons Castle Huntly & Noranside The Open Estate’s joint role it is to prepare low supervision level Adult Male Prisoners serving 18 months to life for release. This will be conducted in an open environment over both sites and will make a significant contribution towards their successful re- Sc integration to society. ottish Prison Servic

Developments and significant events: • in May 2002 a single Governor was appointed to develop and manage the full integration of the open establishments, with the purpose of unifying regimes, developing common services and delivering efficiency savings. Significant e Annual Report & Ac progress has been made and there is now a single management team delivering the integrated plan. • a Business Improvement Framework has been developed which supports partnership working in employability and life skills, this aligned to continual development will support prisoners re-integration

• the introduction of the SPS’s Prisoner Supervision System and changes to SPS c ounts policy on prisoner movement has facilitated the increasingly effective

management of prisoners in to the Open Estate; maximum population levels 2002-03 are now being accommodated.

29

ablishments t SPS Es

A health promotion day at Cornton Vale gave tips on healthy eating to staff and prisoners.

HM Prison and Young Offenders Institution Cornton Vale Cornton Vale provides custodial facilities for remand and sentenced females (including Young Offenders) in all sentence ranges and supervision levels. It provides 254 places including 24 spaces within the Independent Living Units adjacent to the prison grounds for appropriate females nearing the end of their sentence. There are also seven mother- and-baby spaces available.

Developments and significant events: • Cornton Vale cottages have been refurbished and converted into six Independent Living Units. Each unit is self-contained with a living room, kitchen, bathroom and three bedrooms. This progression enables women to serve the remainder of their sentence in the community under close supervision. • two excellent facilities have been created through a conversion within Central Block and opened in March 2003. The Sentence Management suite and the prisoner Induction/Throughcare centre, provides a co-ordinated approach with

2002-03 partners for the Induction and Throughcare process. • a Human Resource Suite has also been created by converting part of the ounts

c existing estates facilities. This new facility consists of management/ administration offices, a training room, and a staff learning resource centre equipped with PC’s and a range of learning resource materials. • in November 2002 Darroch Hall within Greenock Prison “changed its use” to provide 55 places for short-term convicted female prisoners from Cornton Vale. This has been filled to capacity, which has eased overcrowding, reduced the short-term convicted population and provided adequate space at Cornton e Annual Report & Ac Vale for the increased untried population. • there now exists a detailed strategy for Addictions, including two newly appointed Addiction Officers, One Addiction Nurse and we are currently recruiting another 0.5 Addictions Nurse. ottish Prison Servic Sc

30 SPS Es HM Prison and Young Offenders Institution Dumfries Dumfries Prison services the courts of Dumfries and Galloway. The establishment serves as a local community prison. It holds adult and under 21 male and female prisoners (segregated) remanded in custody for trial and those convicted but remanded for reports. Adult male prisoners from the Dumfries catchment area with sentences of t up to four years will be retained in Dumfries. ablishments

Developments and significant events: • the establishment successfully managed the transition from its primary role as a Young Offenders Institution to that of a local community prison. The transfer of the long-term young offenders to HMYOI Polmont has given the establishment a new focus, retaining all local adult male prisoners serving sentences of up to four years, and accommodating selected short term prisoners from Barlinnie. • as part of our aim of contributing to correctional excellence Dumfries developed a purpose designed and designated unit for programme delivery. In addition to providing programmes designed to address offending behaviour and to help prisoners to prepare for release, this unit will support throughcare services within the establishment. As a result, Dumfries has expanded its range of programmes to include three new approved activities covering relationships, drink and drug issues. • thanks to the commitment and drive of officers in Dumfries we were accredited to enable young prisoners to participate in the Duke of Edinburgh Award scheme. A formal presentation ceremony in July saw four young men receive the Bronze Award. • the upgrading of cellular accommodation in the older residential buildings within the establishment, to enhance security and to improve the living conditions for prisoners, was completed. Sc ottish Prison Servic e Annual Report & Ac

Community links are important, like this visit by secondary school pupils to Dumfries. c ounts 2002-03

31

HM Prison Edinburgh Edinburgh serves the Sheriffdom of Lothian and Borders and the City of Edinburgh. The prison holds adult male and under 21 prisoners who are untried or those convicted but awaiting sentence. Convicted prisoners serving up to four years and long-term prisoners or Young Offenders awaiting transfer to their prison of allocation. Edinburgh also provides national facilities in Pentland Hall for prisoners at the top end of the long- term system and with a maximum defined punishment part of their sentence still to complete.

ablishments Developments and significant events: t • the establishment continued to operate effectively and safely despite extremely high numbers in the early part of the year. There has been a notable reduction in numbers since HM Prison Perth started to take the remand prisoners from Fife Courts with Edinburgh now averaging a daily population of just under 750 prisoners. SPS Es • as part of the continual development of throughcare and with a specific focus on offenders future employment prospects, Edinburgh introduced an Employability Centre to identify prisoners’ needs and abilities and channel these to appropriate opportunities. • work on Edinburgh’s new house-block “Hermiston House” progressed well over the past year and it is on schedule to open in early summer 2003. The opening of Hermiston House will make a significant impact on “slopping out” within Edinburgh and result in approximately 70% of prisoner having access to night sanitation. • significant progress has been made regarding long-term development of the establishment with a ten year plan which includes a further new house-block to be built on the site of older halls as they empty and are demolished. This work will commence shortly after the occupation of Hermiston House. 2002-03 ounts c

e Annual Report & Ac The hard work of the Edinburgh catering team is rewarded with success in the Scottish Healthy Choices Award scheme. ottish Prison Servic Sc

32

SPS Es t ablishments

Glenochil’s Metal Fabrication Workshop Efficiency Scheme is awarded a First Class Supplies Gold Award from Royal Mail.

HM Prison (and Young Offenders Institution) Glenochil Glenochil provides a safe and secure national facility to accommodate long-term adult male prisoners. A separate facility accommodated medium-supervision male young offenders, serving sentences of up to 24 months. The YOI was scheduled for closure in mid-April 2003. There are no direct admissions from court: all admissions are transferred from other prison establishments.

Developments and significant events: • in support of the inclusion agenda we have opened a new Employability Centre. All adult prisoners admitted to Glenochil participate in a programme which is designed to identify their needs, develop their skills and access to the appropriate activities and interventions to address needs. In preparation for activity the Employability Centre also offers courses in Manual Handling, Health and Safety, First Aid, COSHH and STEPS, a motivational course to help challenge negative behaviours. • the Estates development plan to ensure Glenochil's facilities and accommodation is fit for the 21st century was agreed during the year. Glenochil now has a 10 year plan that includes the future development of two new houseblocks and a new segregation unit. Phase one begins in April 2003 with the closure and demolition of the Young Offenders Institution. Other developments will include a new gate area, visitor complex, new health centre and fitness facilities. • Glenochil’s Programmes group delivers all accredited programmes to our population. New Approved activities introduced during the year were Sleep and

Anxiety and A Guide to Sensible Drinking. Sc • as part of the Social Inclusion agenda in promoting personal achievement, the ottish Prison Servic establishment has gained various awards for staff including Investors In People re-accreditation, Scotland’s Health At Work Bronze Award, and The Charter Mark for Excellence in Customer Service by the Catering Department. Prisoners have acquired the First Class Suppliers Gold Award from Royal Mail and certificates including Community Sports Leader Award, Junior Sports e Annual Report & Ac Leader Award, Scottish Football Association Referee, Heart Start, First Aid, SVQ, SQA, Open University and a variety of independent awareness certificates delivered by the Employability Unit and Prisoner Programmes. • the establishment has worked hard in providing more drug free opportunities. Our residential areas now have 206 (41.5%) drug free spaces and our negative

test rate averages 86%. c ounts 2002-03

33

ablishments t

SPS Es Charity Work, like this ‘Jailbreak’ at Greenock maintain community relationships.

HM Prison Greenock Greenock has three distinct regimes operating within its separate halls. The prisoner group includes female short-term prisoners; adult male long and short term convicted, adult male remand prisoners; remand and convicted young offenders; and persons detained by the Immigration Service who are unsuitable for detention at Dungavel.

Developments and significant events: • the establishment operated effectively and safely despite the extremely high number of prisoners being held in Ailsa Hall. The establishment averaged 320 prisoners in spite of Darroch Hall being closed for part of the year due to its change of use. • rising numbers of female prisoners and the limitations of Cornton Vale’s current estate led to the decision to allocate the 55 cells in Darroch Hall to female short-term prisoners. The introduction of female offenders has added another dimension to the already diverse prisoner population being held within the establishment. A new regime was developed, introduced and integrated into the predominantly male prison. • the Prisoner Programmes Team achieved its targets for Preferred, Approved and Local Programmes. Two locally developed programmes were successfully introduced - the “Guide to Sensible Drinking” has been taken up by other establishments and the “Parenting” Programme has attracted interest from various quarters. • the Prisoners Education programme was disrupted when the unit moved to its new location, and when Darroch Hall was vacated. Nevertheless the KPI target for the year was still achieved. • Greenock has benefited from further investment, with the completion of the first two phases of its re-development plan. These included a new reception area, prisoner learning centre and office facilities opened in June 2002 and a

2002-03 new procurement store and staff training unit opened in February 2003. ounts c HM Prison Inverness Inverness serves the courts of the Highlands, Western Isles, Orkney Isles and Moray, holding remand prisoners and short-term adult prisoners, both male and female. It also holds a small number of long-term prisoners, prior to security classification, on accumulated visits or to meet operational needs.

e Annual Report & Ac Developments and significant events: • during 2002-03 HMP Inverness experienced very high levels of overcrowding. • despite the high numbers there were no prisoner on prisoner assaults. • staff sickness also reduced. ottish Prison Servic Sc

34 SPS Es HM Prison Kilmarnock HMP Kilmarnock is run by Premier Prison Services on behalf of the SPS. It is a high to medium security local prison, that holds prisoners from the South West of Scotland - primarily Ayrshire. The prison holds remand prisoners, short term and long term convicted prisoners. HMP Kilmarnock is Scotland’s newest prison and opened in March t

1999. ablishments

Developments and significant events: • problem Solving Course was accredited by SPS. • continuing high level of interest and visits from Scottish Criminal Justice Groups and international visitors. • prisoner places available within HMP Kilmarnock rose from 548 to 596 on 1 February 2003, in accordance with the Contract. • in March 2003 the Health Centre received a Butler Trust Award for its work on blood borne viruses in a ceremony at Buckingham Palace attended by HRH Princess Royal. • a Throughcare Centre dealing with pre-release issues such as housing benefits, employment and addictions throughcare, opened in February 2003.

HM Prison Low Moss Low Moss is a short-term medium to low level supervision prison for male adult prisoners serving sentences of up to four years. The prison does not receive direct from court but takes selected prisoners from Barlinnie; Edinburgh; Greenock and Kilmarnock. Low Moss contributes to the Scottish Executive’s Community Safety and Social Inclusion policies by facilitating prisoner throughcare via partnerships with community agencies.

Developments and significant events: • the establishment continued operating effectively despite uncertainty over its future. • the establishment has taken note of the views of the prisoners and staff, having invested heavily in improving the standard of accommodation. Work has recently been completed in the cubicalisation of a dormitory, thus providing cellular accommodation for prisoners. • the Throughcare Centre team’s work has been pivotal in addressing re- offending. The range of services and interventions has increased greatly over the last year. • in preparation for piloting of the Short Term Prisoners’ Risk and Needs Assessment tool, Low Moss has refurbished existing facilities into an Assessment Centre. • the aim of Low Moss over the last year has been to provide a purposeful regime within a stable environment. Returning the prisoners to full time

working, along with increased programme delivery, has been a major step in Sc ottish Prison Servic achieving this goal. e Annual Report & Ac f act 98 chefs, assisted by 350 prisoners, c supply 6,570,000 meals per year at ounts a cost of £1.27 per meal 2002-03

35 HM Prison Perth HMP Perth holds adult male prisoners serving sentences of less than four years and those remanded from the courts of Angus, City of Dundee, Perth and Kinross and Fife. The prison also accommodates in secure conditions long-term adult male prisoners, including high supervision prisoners, who are serving sentences of up to and including life imprisonment. Over the next few years Perth prison will concentrate on taking its long-term prisoners from the North and East of Scotland. It also provides a national top- end facility for long-term prisoners approaching the end of their sentence.

ablishments Developments and significant events: t • in the latter part of the year HMP Perth extended its remit to include prisoners from the courts in Fife including the transfer of a number of Fife prisoners being held at HMP Edinburgh. The inclusion of the Fife prisoner population has seen prisoner numbers at HMP Perth increase by 40%, with average daily numbers settling at around 625. SPS Es • throughcare at HMP Perth plays a significant part in the establishments drive to meet the correctional agenda and this year saw a number of new accredited and approved activities introduced. Prisoners may now choose from: Community Sports Leaders Award; Drug Awareness; Communication in a Work Related Environment; and Sensible Drinking. • spring 2003 saw the opening of the establishments upgraded agents visit area. This timely upgrade has increased the number of available rooms from six to ten. This was particularly welcome with the addition of the Fife courts to Perth’s operational area. • after a successful trial of a single procurement structure between Estates and Procurement it has been decided that this should be extended and become the formal method for procurement at HMP Perth. Staff groups in both areas have welcomed this change. • a major change has been the admission criteria for prisoners to Friarton Hall. Friarton Hall is National Top-End which provides facilities for Low Supervision prisoners being assessed for onward movement to Open Prison. The criteria change means that prisoners serving from two years (previously four years) to life are now eligible.

HM Prison Peterhead Peterhead is a national resource for convicted, long-term male sex offenders, offering a range of programmes designed to challenge offending behaviour in order to reduce the risk of reoffending on return to the community. The former Peterhead Unit (ten cells) is available as contingency accommodation for SPS.

Developments and significant events: • the establishment has continued to deliver a range of offending behaviour programmes and approved activities, with particular emphasis on the STOP 2000 programme.

2002-03 • the establishment has adapted positively to increased prisoner numbers since January 2003 with occupancy levels of up to 330 prisoners against a design ounts

c capacity of 296. • the establishment’s Education Department successfully piloted the delivery of the ‘European Computer Driving Licence’ (ECDL) to prisoners. Three prisoners (the first in the SPS) have so far completed all seven modules of the ECDL. • from 67 entries by prisoners to the Koestler Award Scheme, 24 prizes were achieved, including four first prizes. • following the Deputy First Minister’s announcement in September, significant e Annual Report & Ac progress has been made in developing plans for the installation of Electric Power in Cell (EPIC), and a system for allowing prisoners access to night sanitation. ottish Prison Servic Sc

36

SPS Es t ablishments

Youth Workers like Lisa Hogg at Polmont have an important role to play in reducing re-offending.

HM Young Offenders Institution Polmont Polmont is soon to be Scotland’s only facility for convicted young offenders. Secure custody in a safe environment is provided for male young offenders.

Developments and significant events: • Iona, our new Houseblock, was officially opened by the Deputy First Minister on Tuesday 18th February. There was a large attendance and the event was conducted in a lively, informal and friendly atmosphere. The local community had been invited in to see the building before opening. Young offenders had started to move in on 3rd February and by the end of March the population had reached 235. • Polmont absorbed the long-term population of Dumfries by the autumn of 2002. This potentially difficult process was handled with professionalism and sensitivity. We then proceeded to plan for the closure of Glenochil YOI. This is due to be completed by April 14th when Polmont will be the single site for all convicted male young offenders. • Correctional Excellence has developed apace. We delivered a record number of 104 programmes and 156 approved activity interventions. Our range expanded to include the new Sex Offender Treatment Programme (SOTP), Sensible Drinking, Car Offending, Confidence Building and Apprehension. The final three were pilots and will be submitted for accreditation. • the next stage of Polmont’s re-development is being actively planned. This will be Phase One of the new Activities Area, scheduled to begin September 2003.

HM Prison Shotts Shotts is a maximum-security prison for long-term adult male prisoners who are transferred from other establishments and require to be kept in secure conditions. Shotts Sc also incorporates the National Induction Centre (NIC). The NIC offers a supportive and ottish Prison Servic responsive regime for prisoners (excluding sex offenders) normally serving ten years or more during the first six to twelve months of their sentence. The regime is intended to assist prisoners in coping with the personal consequences of their offending behaviour and the impact of sentencing, with particular emphasis on maintaining family contact and the needs of families. Its work is founded on the role of the personal officer within a multi- e Annual Report & Ac disciplinary framework, intended to prepare each prisoner for transfer to the mainstream within the context of the Sentence Management model. That process is informed by risk and needs assessment carried out with the prisoners’ involvement.

Developments and significant events:

• we achieved re-accreditation as an Investor in People in September 2002. c ounts • the Shotts Unit closed in January 2003.

• the entire staff at Shotts received a team Justice Minister’s Award in recognition 2002-03 of the efforts of all staff members during and after two very difficult incidents in January 2003.

37 e ottish Prison Servic ear in the Sc A Y 2002-03 ounts c e Annual Report & Ac ottish Prison Servic Sc

38 A Y ear in the Sc ottish Prison Servic e Sc ottish Prison Servic e Annual Report & Ac c ounts 2002-03

39 40 Scottish Prison Service Annual Report & Accounts 2002-03 Appendices Location ofEstablishments Appendix 1 Appendix 2 Appendic Establishments: Population, 2002-03

Average daily number Maximum number of

of prisoners or prisoners or young es young offenders offenders at any time

Establishments Total(1) Male Female Total(3) Male(3) Female(3)

Prisons: Aberdeen 210 201 10 232 221 18 Barlinnie 1,178 1,178 - 1,262 1,262 - Castle Huntly 146 146 - 160 160 - Cornton Vale 211 - 211 256 - 256 Dumfries 124 116 8 176 170 12 Edinburgh 727 727 - 849 849 - Glenochil 484 484 - 499 499 - Greenock 322 311 11 365 365 44 Inverness 143 136 7 170 163 12 Kilmarnock 547 547 - 603 603 - Low Moss 279 279 - 320 320 - Noranside 118 118 - 136 136 - Perth 586 586 - 646 646 - Peterhead 295 295 - 329 329 - Shotts (inc. Special Unit) 486 486 - 528 528 -

Young Offenders Institutions: Cornton Vale YOI 34 - 34 49 -49 Dumfries YOI 45 44 1 81 80 3 Glenochil YOI 79 79 - 115 115 - Polmont 459 459 - 486 486 -

Legalised Police Cells(2) 11*

TOTAL(1) 6,475 6,193 282 6,723 6,439(4) 319(4)

Symbols used: - denotes nil * denotes less than 0.5 but not nil.

(1) Components may not add to totals due to rounding. (2) Legalised Police Cells are not under the jurisdiction of the Scottish Prison Service. (3) The maximum number of prisoners or young offenders at any time are not available as statistical Sc information is collected on a monthly basis and not daily as with establishments. ottish Prison Servic (4) The figures in the column cannot be added to produce a total “maximum number” since the individual establishment figures relate to different days within the financial year 2001-02. The average daily prison population of 6,475 in 2002-03 was 5% higher than our previous peak numbers of 6,185 in 2001-02. The total prison population reached a record high of 6,723 was reached on 30 May 2002. The

female prison population reached a peak of 319 on 12 August 2002. e Annual Report & Ac c ounts 2002-03

41

42 Scottish Prison Service Annual Report & Accounts 2002-03 Appendices (3) (2) (1) Persons undersentence: total Persons undersentence: Remand T TOTAL Y Adult prisoners undersentence: subtotal Adult prisoners undersentence: Remand: TOTAL Y Remand P supervision/lic Persons recalled from SRO Civil prisoners Persons sentenced bycourt martial Components maynotaddto totals dueto rounding. Includes thosepersons re-called bysupervision/licence. Includes thoseprisoners sentenced bycourt martial,civilprisoners andothers. oung off oung offenders undersentence: subtotal p fCsoy2002-03 ype ofCustody ersons undersentence: TOTAL Average Daily Population inEstablishments Adult prisoner on fedr 602 Young offenders ndfuto ie1511281151101,016 1,110 1,115 6,081 1,228 2,207 5,884 1,551 2,311 6,455 2,437 15,252 6,281 12,306 2,581 7,676 10,959 2,823 4,138 11,580 12,834 3,492 3,158 In default offine Direct sentence (includinglife) 3,049 2,911 In default offine Dir Convicted awaitingsentence Untried ect sent Less than4years 4 years orover (includinglife) Less than4years 4 years orover (includinglife) ender Rec enc ne(nldn ie ,7 ,0 ,6 ,6 10,571 9,469 8,967 9,200 9,879 ence (includinglife) s undersent e 4,626 s eptions t (1) (1) enc by Type ofCustody by T (3) e: o P (2) (2) ype ofCus Appendix 3 Appendix 4 enal Es 1998-99 7551,8 5421,5 16,652 15,353 15,422 15,481 19,390 17,555 15,798 14,117 14,629 15,745 1951,9 8941,7 19,875 18,774 18,974 19,293 21,935 ,7 ,0 ,5 ,2 3,223 3,421 3,552 3,809 4,374 01 0811 8 10 17 10 63000 23223 (2) 990 000 010 2002-03 2001-02 2000-01 1999-00 t tody ablishments 1,247 6,475 5,228 2,506 2,120 169 433 Appendix 5 Appendic Escapes and Absconds from Custody

Escapes: es Target Outturn

Extreme Risk Escapes 00

Other Escapes 71

Assaults:

Target Outturn

Serious Assaults on Staff 13 29

Serious Assaults on Prisoners 83 127

Absconds:

From From From From Establishment Total Establishment Workplace Placement Licence

Castle Huntly 28 0 0 12 40

Noranside 2 0 0 3 5

Polmont 2 0 0 0 2

Edinburgh 0 3 3 0 6

Perth 0 0 0 1 1

Greenock 0 0 1 1 2

TOTAL 32 3 4 17 56 Sc ottish Prison Servic e Annual Report & Ac c ounts 2002-03

43 44 Scottish Prison Service Annual Report & Accounts 2002-03 Appendices Br categories have beenaggregated. out inthePrisonsandYoung Offenders Institutions (Scotland) Rules 1994asamended,althoughsomeofthe establishments during2002-03.Thebreaches andpunishmentslisted below are basedsolely onthecategories set This appendixdetails thenumberandtypeofbreaches ofdisciplineandpunishmentsawarded inScottish penal may begiven for several breaches ofdiscipline. (1) (2) Br Punishments awarded :TOTAL Punishments awarded Breaches ofdiscipline committed bytype:TOTAL Br Population It ispossible for more thanonepunishmentto beawarded for onebreach ofdiscipline;conversely onepunishment Components donotaddt eaches ofdisciplinecommitted andpunishmentsawarded inestablishments, 2002-03 Sal P condition ofsuchrelease F Escaping orabsconding from custody Intentionally obstructing anofficer in theexecution ofhisduty others Intentionally endangeringthehealthorpersonal safety of Fighting Denying anofficer access to anypartoftheprison Detention ofaperson against hiswill Assault Average daily numberofprisoners andyoung offenders d. Stoppage ordeductionfrom earnings c. Forfeiture ofprivileges b. a. .Forfeiture ofotherentitlements, e.g.to wear own clothes g. f Award ofadditionaldays e. Using thr Is disrespectful to anyofficer, worker orvisitor establishment Unauthorised absenc Destroys ordamagesproperty Arson Taking (improperly) anyarticle Sale ordelivery ofanarticle allowed only for prisoners own use Att examination Failing without reasonable excuse to openmouthfor avisual to himself Administering, orallowing to beadministered, acontrolled drug Committing anindecent orobscene act pr Consuming, t Inhaling aprohibited orunauthorisedsubstance Disobe Disobe Int or behaviour commit, anyoftheabove Forfeiture ofremission . eaches ofdisciplinec eaches ofdisciplinecommitted bytype ailure to return from temporary release orto comply witha os ohibited substance Cellular c Caution entionally refusing to work orfailing to work properly empting, orincitingas e ordeliv ses ying arul ying alawfulorder sion ofanunauthorisedarticl eat onfinement ery ofanunauthorisedarticl ening,abusiv aking, injecting,inges e orr e fr egulation Offences and Punishments ommitt o t om orpresence inanypartofthe e,insulting,indec otal dueto rounding. sis ed perheadofav ting t Prison Discipline ting orconcealing a o commit orto attempt to e orquantityofanarticl e ent orobsc Appendix 6 er age population ene words e Female 252648762 1232190 3152 6526 877 25664 2275 23733 2202 3681 569 20052 1633 6 771 7 8 3095 185 378 16 2717 169 3 8 66 5 357 156 69 1340 26 164 288 353 130 57 130 987 107 1721 178 298 33 1422 1423 164 145 528 49 6193 894 282 115 582 36 5610 247 5 417 9 2 1841 328 12153 3200 390 1371 14540 172 3060 70 1230 247 2764 399 1451 9093 362 27 258 11776 972 2953 868 145 . . 6063783.8 7.8 6.3 16.0 3.6 6.6 71037 0225 20 75 3 150 17 91822 1213 21 25 2 188 19 414 06 41914 94 1146 94 59 24 66 47 405 20 30 26 23 5 1848 741 243 64 74 33 21 617 19 39 60 3 684 203 204 16 76 10 414 18 243 50 19 441 57 30 Prisons 013313 3 3 1 10 2 6 407231 7 33 2 3 7 7 0 1 30 24 8 26 5 2 2 6 1607113 0 24 5 040004 1 120012 Mal 1 9126 873 66 162 19 288 711 140 384 22 11 70 56 e 5 Female Y oung Offenders Institutions 26 14 19 1 0 101 10 31 2 0 0 Mal 916357 156 185 69 37 45 10 54 439 49 55 e 8730 7 9 Female Establishments 16 718 1 All Mal (1)(2) 65 15 e Appendix 7 Appendic Prison Industries

Graph 1: Graph 2:

Total Prison Activity Market Sectors es .09% Industries Consumed by SPS 14% Training Domestic Commercial Estates Government Maintenance 39.62%

56%

60.29% 28%

2% Average daily number of prisoners employed Total Sales Value of = 3,719 (62.7% of convicted population) Production 2002-03: £5,424K

Note: Excludes civil & untried prisoners who are not required to work, prisoners who are sick or unfit to work, and prisoners who are outwith normal circulation for disciplinary reasons.

Graph 3: 600 500 2000-01 Industries 2001-02 Employment 400 2002-03 Categories 300

Average Daily Number 200 of Prisoners Employed 100 = 3,719 0 l r s r a d e y g e le e n n s s r in d ti b o a n th e d s r i k x m ti s e O ri n ce e ts r e i a d t u i e u o T T p m r s a v n O W r u L r i Sc u a a d e g cc F G n S n O I E ottish Prison Servic

Graph 4: 1800 1600 2000-01 Value of 1400 2001-02 Production 1200 2002-03 e Annual Report & Ac £000’s 1000 1000 Total Sales Value 800 Of Production: 600 = £5,424k 400 c 0 ounts s r l d r e e a e ry g e il b n n s h s d s in id k

a 2002-03 t io n t ie n e r s r x im t s e O r u ic e t o e T a m d st a v e u T p r r u L r in O W u a a d e g cc F G n S n O I E

45 46 Scottish Prison Service Annual Report & Accounts 2002-03 Appendices As at31March 2003there were 4,649staff inpost. Staff inPost Ex (The exceptions permitted are setoutintheCivilService Commissioners RecruitmentCodePart II– Exceptions Recruitment management checksandwere audited bytheCivilService Commissioners in2001. open competition andselection onmerit.Therecruitment arrangements inplace are subjectto internal Commissioners’ RecruitmentCode.Thisensures thatrecruitment iscarried outonthebasisoffair and The Scottish PrisonService managesitsrecruitment inaccordance withtheCivilService Scottish PrisonService RecruitmentPolicy ponmn fFre ii h ii cetbeCandidates acceptable theCivil ofFormer Civil Appointment eae998118- 121 118 52 881 3,598 999 3,650 Female Male c Short T Appoint eptions to theRecruitmentPrinciples) 348 6067000 erm ed Staff Numbers andRecruitment Sec nmnsR-ponmn rnfr noSrlsDisabled Surplus Transfers into Re-appointment ondments Mal 201 eaeEhi ioiyRgsee Part-time/ Registered EthnicMinority Female e T TLFl iePr ieDisabled Part Time Full Time OTAL evnsSriecandidates Service Servants 147 Appendix 8 rgnDsbe JobShare Disabled Origin 1 1 (Registered and Self-Declared) 19 Appendix 9 Appendic Staff Training

Total Numbers Total Staff Attended Training Days es Custody & Order 1,934 6,952 Incident Command, Control & Restraint, Officer Initial Training, Witness Familiarisation, Race Relations, SDBA

Care & Opportunity 847 1,938 Anger Management, Basic Presentation Techniques, Cognitive Skills, Sentence Management, Counselling, Strada, Mandatory Drug Testing, Critical Incident Stress Debrief

Quality & Development 313 904 SVQs, Tomorrows Managers Today

Change Management Training Process Identification Workshops Correctional Excellence Awareness 195 68 Self Assessment Sessions 54 10 Evaluation Training 147 45 Business Improvement 283 10 Business Development (Misc) 177 392 - Assessor Training, SLII, EFQM Awareness, Processing 1,059 Mapping Workshop, Business Planning 103 16

Management Development Programmes Individual Management Development Programme (IMDP) 9 315 Middle Management Programme 385 6 Senior Managers (Institute of Directors) 1 246 ILM 339 108 NEBS (ELE) 9 12 NEBS (Tutorials) 58 32 Institute of Management Studies (IMS) and AMED Seminars 13 140

Behavioural Change Training First Line Managers Programme - Moving Up (Induction) - Moving Up Programme 51 51 Team Effectiveness 56 728 103 202

Health & Safety Training 341 730 Sc

Working Safely, Managing Safely, Health & Safety, First Aid ottish Prison Servic

IT Training 191 241 Microsoft, PRS, Quest, Financial 191 241

Specialist Training 264 421

Customer Care, PRINCE 2 Project Management e Annual Report & Ac Estates & Property Management

TOTALS 5,873 14,534

Training at Establishments - 14,278 Overall SPS Total - 28,812 Average days per member of staff 6.2 c ounts 2002-03

47

48 Scottish Prison Service Annual Report & Accounts 2002-03 Appendices Ministerial Correspondence Parliamentary Questions Year ended31March 1999 Year ended31March 2000 Year ended31March 2001 Year ended31March 2002 Year ended31March 2003 Total Ex MSPs letters for Chief Ministerial reply MSPs letters for ecutive reply Correspondence Category of Parliamentary Accountability No. Received 2 6 7% 51(23%) 26(16%) 169(77%) 134(84%) 220 160 03 5% 25(42%) 35(58%) 60 iitra ele ChiefExecutive’s Replies Ministerial Replies Appendix 10 6 607 163 50 24 85 29 7 within 17w No. ofRepliesissued orking days No. ofRepliesissued outwith t 120 305 0 arget date Appendix 11 Scottish Prison Service

Annual Accounts 2002-03 Sc ottish Prison Servic e Annual Report & Ac c ounts 2002-03

49 50 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 informs policydevelopment. review ofprogramme effectiveness andwork onthesituationaldeterminants ofviolence. Research work curr Resource Account. Ministers. Asasupply-financed Agency,SPSisfundedbytheScottish Executive Justice Department’s Prisons (Sc Department inApril1993(now theScottish Executive Justice Department).Inaccordance withthe The Scottish PrisonService (SPS)wasestablished asanExecutive AgencyoftheScottish Office Home History is reproduced asanAppendixto theaccounts. ac The accounts have beenprepared inaccordance withadirection given bytheScottish Ministers in Foreword to theAccounts User Scheme.AsanAgencyw The Agencyhasrecently achieved membership oftheDepartmentEmployment DisabilitySymbol Disabled Employees The Directors oftheScottish PrisonService Board are aslisted onpage5oftheAnnualReport. Directorate Fixtures andFittings,Computer EquipmentandSoftware atacost of£36,519k. During they Changes inFix The Agencyiscurr Research andDevelopment The principalactivitiesoftheAgencyare asoutlined onpage4oftheAnnualReport. Principal Activities applic individuals whobecome disabled whilst inouremployment andinadditionwe positively welcome cordance withArticle 19(4)ofThePublicFinance andAccountability (Scotland) Act2000.Thedirection ent mainar ations bydisabl otland) Act1989andtheScotland Act1998responsibility for SPStransferred to Scottish ear theAgencymadeimpr eas ofw entl ed As ed peopl y c Annual Accounts 2002-03 ork includetheSixthPrisonSurv arrying outr sets e f or employment orpromotion. e ar e committed, where reasonably practicable, to theretention of esearch into arange ofprisonerandstaff-related issues. The o vements to Buildings,and purchased PlantandEquipment, e y, anevaluation oftheAddictionsStrategy, a Annual Ac

Equal Opportunities

SPS is an equal opportunities employer and is committed to the most effective use of all available human c resources, valuing everyone’s contribution irrespective of race, gender, age, disability or sexual ounts 2002-03 orientation, through a programme of equal opportunities that ensures the avoidance of discrimination, victimisation and harassment. The operation of the policy is monitored to make sure the Code of Practice is implemented.

We have made significant progress in the last year through the formal publishing of the SPS Racial Equality Scheme, in line with our commitment under the Race Relations (Amendment) Act. Changes have been identified which need to be made to our practices to ensure full compliance. These will be audited and monitored on a quarterly basis over the next 3 years and any risks appropriately managed.

Employee Consultation

The Agency recognises the importance of good employee relations and is committed to effective employee communications. Regular meetings are held with representatives of our recognised trade unions who have recently expressed their agreement with the Agency’s Vision Statement. The parties are resolved to develop a modern Partnership Agreement that will further improve employee relations with the aim of achieving our Vision. This is to be launched during 2003.

Payment of Creditors

The Agency’s policy is to pay all invoices, not in dispute, in 30 days or the agreed contractual terms if otherwise specified. The Agency aims to pay 100% of invoices, including disputed invoices once the dispute has been settled, on time in these terms.

During the year ended 31 March 2003 the Agency paid 99.4% (2001-02 98.9%) of all invoices received within the terms of its payment policy.

The Agency observes the principles of the CBI Code - Prompt Payers.

Audit

The accounts for 2002-2003 are audited by auditors appointed by the Auditor General for Scotland. Sc ottish Prison Servic

TONY CAMERON Chief Executive 3 July 2003 e Annual Report & Ac c ounts 2002-03

51 52 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 1. Accounts 2. Statement ofInternal Control i.TheAccountable Officer oftheScottish Executive Justice Departmenthasdesignated theChief iii. vAsAccountable Officer, Ialsohave responsibility for reviewing theeffectiveness ofthesystem iv iii. Thesystem ofinternal control isdesignedto manage,rather thaneliminate, theriskoffailure ii. i. Inaccordance withArticle 19(4)ofThePublicFinance andAccountability (Scotland) Act2000the i. i Inpreparing theaccounts theAgencyisrequired to: ii. Accountable Officer’s Memorandum issued bytheScottish Executive. r responsibilities asAgencyAccountable Officer, includingresponsibility for thepropriety and Executive oftheScottish PrisonService astheAccountable Officer for theAgency. Therelevant of internal control. Thefollowing processes have beenestablished: of theannualreport andaccounts andaccords withguidance from Scottish Executive Ministers. This pr nature andextent ofthose risksandto managethemefficiently, effectively andeconomically. risks to theachievement oftheorganisation’s policies,aimsandobjectives, andto evaluate the The sys reasonable, andnotabsolute, assurance ofeffectiveness. to achieve theorganisation’s policies,aimsandobjectives; itcan therefore only provide r Scottish Ministers, whilst safeguarding thepublicfundsandassets for whichIampersonally that supportstheachievement oftheorganisation’s policies,aimsandobjectives, setby As Ac and l Agency’ 76. Theaccounts are prepared onanaccrual basisandmust give atrueandfair view ofthe for eachfinancialyear intheform, andonthebasis,setoutinAccounts Direction onpage Scottish Ministers have directed theScottish PrisonService to prepare astatement ofaccounts the SPSBoard meetsmonthly to consider theplans andstrategic direction ofthe • prepare theaccounts onagoingconcern basis,unless itisinappropriate to presume that • state whetherapplicable accounting standards have beenfollowed, anddisclose and • • observe theAccounts Direction issued bytheScottish Ministers, includingtherelevant • egularity ofthepublicfinances andfor thekeeping ofproper records, are setoutinthe esponsibl independent non-e organisation. The Board comprises thetop executive managers andtwo external the Agencywillc explain anymaterial departures intheaccounts; make judgementsandestimates onareasonable basis; consistent basis; ac osses andcash flows for thefinancialyear. c Chief Executive’s Responsibilities ount counting anddisclosure requirements, andapply suitable accounting policiesona ocess hasbeeninplace for theyear ended31March 2003andupto thedate ofapproval t s state ofaffairs attheyear-end andofitsincome andexpenditure, recognised gains em ofint e, inac abl Statement ofAgency’s and e Offic ernal c cordance withtheresponsibilities assigned to me. er, Ihav ontinue inoper x ontr ecutiv ol isbasedonanongoingprocess designedto identifytheprincipal e responsibility for maintaining asoundsystem ofinternal control e member ation. s; Annual Ac

• the executive members of the Board also meet weekly to consider operational issues; c

• six-monthly reports to the Board from the chairman of SPS’s Risk Monitoring and Audit ounts 2002-03 Committee;

• regular reports by internal audit which include the Head of Internal Audit’s independent opinion on the adequacy and effectiveness of the system of internal control together with recommendations for improvement;

• regular reports from managers on the steps they are taking to manage risks in their areas of responsibility including progress reports on key projects;

• monthly discussion by the Board to identify, assess, manage and review the major risks facing the organisation; and

• the maintenance of a corporate risk register with prioritisation based on risk ranking and, where appropriate, cost-benefit analysis.

v. In addition, during the year ended 31 March 2003:

• risk management was embedded in SPS’s business planning process;

• facilitated workshops on operational risk management were held in two Establishments;

• two presentations were made, by the Chairman, on the role of the Risk Monitoring and Audit Committee and risk management strategy to senior managers;

• work was undertaken to expand the range of performance indicators;

• the Board and the Risk Monitoring and Audit Committee considered reports on corporate governance and risk management from independent consultants; and

• the Board adopted a statement on corporate governance and plans for further development of the system of internal control. These actions include the integration of internal (financial) and operational audit functions, the appointment of a Head of Audit and

Assurance and a programme of risk awareness training. Sc ottish Prison Servic

vi. My review of the effectiveness of the system of internal financial control is informed by the work of the internal auditors and the executive managers within the organisation, who have responsibility for the development and maintenance of the internal control framework, and comments made by the external auditors in their management letters and other reports. e Annual Report & Ac

TONY CAMERON Chief Executive c

3 July 2003 ounts 2002-03

53 54 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 oto aia hre (21) (4) Cost ofcapital charges Running Costs All income andexpenditure isderived from continuing operations. Lock neetrcial (6) Interest receivable noefo l ore (2) Expenditure Income from allsources Income The notes onpages 59to 73form partoftheseaccounts. (3) Cos Net Cost ofOperations after Interest Operating Cost Total Expenditure Staff Costs te urn xedtr (5) Int Other Current Expenditure er est payable andsimilarcharges erbie T t f or FinancialYear rial c Agency Operating Cost Statement os ts for theyear ended 31March 2003 020 2001-02 2002-03 206,224 209,214 121,912 229,427 229,427 ’0s£’000s £’000s (2,990) 23,264 23,363 63,939 (68) 0 7 Res 196,740 199,114 123,348 221,122 218,312 (2,374) 21,671 20,903 54,863 tated 2,810 (110) 11 Statement of Recognised Annual Ac Gains and Losses for the year ended 31 March 2003

2002-03 2001-02 £’000s £’000s c

Unrealised gain on revaluation of tangible fixed ounts 2002-03 assets less supplementary depreciation 28,925 15,488

Receipt/Revaluation of donated assets 27 29

Total recognised gains for the financial year 28,952 15,517 Sc ottish Prison Servic e Annual Report & Ac c ounts 2002-03

The notes on pages 59 to 73 form part of these accounts.

55 56 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 etr (10) Pr (11) Cash atBankandinHand Debtors nagbeAst (8) Intangible Assets oae sesRsre(15) Donated Assets Reserve Cr agbeAst (7) Tangible Assets Fixed Assets The notes onpages 59to 73form partoftheseaccounts. (14) 3 July 2003 Chief Executive T General Fund Taxpayers’ Equity Net As (12) T (9) Net Current (Liabilities)/Assets Creditors: amountsfalling duewithinoneyear Current Liabilities Stock andWork InProgress Current Assets eauto eev (16) Revaluation Reserve ONY C ot vsosfrLaiiisadCags(13) ovisions for LiabilitiesandCharges edit al As r:aonsfligdeatrmr hnoeya (12) ors: amountsfalling dueafter more thanoneyear AMERON sets sets Les Balance Sheetasat31 March 2003 s Current Liabilities oe ’0s£’000s £’000s Notes 2002-03 417,144 416,970 404,406 355,691 404,406 413,390 (3,754) 48,023 12,062 8,308 4,398 3,502 4,281 4,703 408 174 692 2001-02 381,075 380,517 371,970 336,700 371,970 379,332 (1,743) 34,583 11,257 3,023 4,339 9,514 5,052 4,061 687 401 558 Cash Flow Statement Annual Ac for the year ended 31 March 2003

2002-03 2001-02 Notes £’000s £’000s c

Operating Activities ounts 2002-03

Net Cash outflow from operating activities (I) (186,501) (186,184)

Capital Expenditure & Financial Investment

Purchase of fixed assets (34,428) (24,605) Proceeds of disposal of fixed assets 210 23

Net Cash outflow from investment activities (34,218) (24,582)

Payments to the Scottish (830) 0 Consolidated Fund

Financing from the Scottish Consolidated Fund

From the Scottish Consolidated Fund (II) 221,556 210,901

Increase/(Decrease) in Cash (III) 7 135 Sc ottish Prison Servic e Annual Report & Ac c ounts 2002-03

The notes on pages 59 to 73 form part of these accounts.

57 58 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 II Reconciliation ofNetCashFlow to movement inNetFunds: (III) I)Analysis ofFinancingandReconciliation to NetCashRequirement: (II) (I) The notes onpages 59to 73form partoftheseaccounts. Net CashFlow from Operating Activities Increase increditors/provisions Previously capitalised costs expensed Rel Loss onsale oftangible assets Increase/(Decrease) incash intheyear Financing from Consolidated Fund Costs for thefinancialyear Decrease infundsdueto Justice Department (Increase)/Decrease instock Notional charges Net Cash Depr Reconciliation ofOperating Cost to Operating CashFlows: Closing NetFunds Oper Change inNetF Decrease indebtors ease ofDonated Asset Reserve eciation andimpairmentontangible assets ating NetF Notes to theCashFlow Statement unds unds 2002-03 (186,501) (229,427) 020 2001-02 2002-03 020 2001-02 2002-03 2002-03 221,428 221,556 ’0s£’000s £’000s ’0s£’000s £’000s £’000s 17,168 23,362 1,164 (177) (128) (22) 642 559 230 408 401 7 7 2001-02 (186,184) (221,122) 210,881 210,901 £’000s 21,786 2,542 1,116 9,626 (153) (20) (22) 401 266 135 135 43 0

Notes to the Accounts Annual Ac

1. Accounting Policies

The financial statements have been prepared in accordance with the 2002-03 Resource Accounting c

Manual (RAM). The accounting policies contained in the RAM follow UK generally accepted accounting ounts 2002-03 practice for companies (UK GAAP) to the extent that it is meaningful and appropriate to the public sector. Where the RAM permits a choice of accounting policy, the accounting policy which has been judged to be most appropriate to the particular circumstances of the Agency for the purpose of giving a true and fair view has been selected. The Agency’s accounting policies have been applied consistently in dealing with items considered material in relation to the accounts.

Accounting Convention The accounts have been prepared under the historic cost convention modified to account for the revaluation of fixed assets, and stocks where material, at their value to the Agency by reference to their current costs.

Continuing Activities The results of the Agency Operating Statement derive from operating activities, all of which are continuing.

Tangible Fixed Assets Title to the freehold land and buildings shown in the accounts is held in the name of the Scottish Ministers.

Tangible fixed assets are stated at their purchase price together with any incidental expenses of acquisition and, with the exception of computer equipment, are revalued each year using either Business Monitor Producer Price Indices to take account of specific price changes or as described below. Computer equipment is not indexed, in line with Scottish Executive guidance.

All the freehold properties were valued as at 31 March 1995 by District Valuers (DVs) of the Valuation Office Agency. During the next 5 years a rolling programme of revaluations and reassessments of remaining life was undertaken by DVs in the capacity of External Valuers, revaluing on average 4 establishments each year from 1995. In accordance with Financial Reporting Standard 15, a full revaluation of the SPS Estate was carried out for 2000-01 at 31 August 2000. In accordance with FRS 15 the rolling programme incorporates valuation as at the balance sheet date, 31 March. In 2002-03 establishment land was valued at the balance sheet date as part of the rolling programme. All the valuations have been undertaken on the undernoted basis in accordance with the Appraisal and Valuation Manual of the Royal Institution of Chartered Surveyors and subject to SPS instructions that re- inspections were limited to those alterations and improvements carried out subsequent to 31 March

1995. Sc ottish Prison Servic

Properties regarded by SPS as operational were valued on the basis of Existing Use Value or, where this could not be assessed because there was no market for the subject asset, the Depreciated Replacement Cost (DRC), subject to the prospect and viability of the occupation and use.

Properties regarded by SPS as non-operational were valued on the basis of Open Market Value. e Annual Report & Ac

Where a Depreciated Replacement Cost figure has been provided, the Valuation Certificate also provides an open market valuation (allowing for alternative uses) and these produce amounts significantly lower than the DRC figures.

The sources of information and assumptions made in producing the various valuations are set out in the c ounts Valuation Certificate, which is not published within the Annual Report and Accounts. 2002-03

59 60 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 y useful lives of theassets concerned. Theexpected usefullife ofpurchased computer software istwo Oper amount equalt t Donated tangible fixed assets are capitalised attheircurrent value on receipt andthisvalue iscredited £1,000. Minor works andfurniture are written offintheyear ofpurchase asare allotheritems costing less than with FinancialReportingSt expected usefullives oftheassets concerned. Theexpected usefullives are asfollows, incompliance Provision for depreciation ismadeto write offthecost offixed assets onastraight-line basisover the valued onaDRCbasismadeuseofHomeOffice Reference Cost Data (RCD). the portfolio andnotavaluation orapportionedvaluation oftheportfolio valued asawhole. SPSproperty The v value ofthebuildingare released to the Income andExpenditure Account over theperiodofcontract. is includedunderLandandBuildings.Thepr (Revised). Theannualcommitment isincludedwithinLeasingCommitmentswhile reversionary interest the guidanc The accounting treatment for thecontract underthePrivate Finance Initiative hasbeenprepared under Private FinanceInitiative Contract char therefore arisesdueto theincrease invaluation andisinexcess ofthedepreciation thatwould be Depr Realised elementofdepreciation from revaluation reserve e mor Pur Intangible Fixed Assets r o theDonat e ears. xpenses ofacquisition.Int valuation and is transferred from theRevaluation Reserve to theGeneral Fund. chased computer software iscapitalised asintangible fixed assets where expenditure of £1,000or e isincurr itrs&Ftig 5years 2years 5years Notexceeding 80years 5years Fixtures &Fittings Moveable Plant&Equipment Notexceeding 40years Motor Vehicles Computers Fixed PlantandEquipment Buildings ged onthehis eciation ischarged to expenditure ontherevalued amountofassets. Anelement ofthe depreciation ating Cos aluation figures incorporated inthe accounts are theaggregate ofseparate valuations ofparts e contained inparagraph 5.19ofTreasury Task Force, Private Finance, Technical Note ed As t St ed. Intangible fixed assets are stated attheirpurchase price together withanyincidental o thedepr at sets Reserv ement. t orical cost ofassets. Theamountrelating to thisexcess isarealised gainon eciation char angibl andard 15: e. Subsequentrevaluations are alsotaken to thisreserve. Eachyear, an e fix ed assets are amortisedonastraight-line basisover theexpected ge ontheas epayment relating to thelandanddeferred residual set isr el eased from theDonated Asset Reserve to the Annual Ac

Stock and Work In Progress Stock and work in progress are valued as follows: c

- Finished goods are valued at the lower of cost or, where materially different, current ounts 2002-03 replacement cost and net realisable value;

- Work in progress is valued at the lower of cost, including appropriate overheads, and net realisable value.

Value Added Tax The majority of services provided by the Scottish Prison Service fall outwith the scope of Value Added Tax (VAT). However, the manufacturing and sale of goods to external bodies is subject to VAT on both inputs and outputs. The Agency can recover this input VAT as well as VAT on certain contracted-out services.

Income is shown in the accounts net of VAT.

Pension Costs and other post retirement benefits The total liability for early retirement costs has been recognised in full in the year in which the prepayment is made and charged against the Operating Cost Statement. The difference between the reduction in the Net Present Value of the prepayment and the reduction in the liability each year is credited to the Operating Cost Statement. Early severance payment obligations are expensed in the year in which the employee leaves SPS.

Capital Charge A charge, reflecting the cost of capital utilised by SPS, is included in the Operating Cost. The charge is calculated at the government’s standard rate of six percent in real terms on all assets less liabilities, except for donated assets and cash balances with the Office of HM Paymaster General where the charge is nil.

Operating Leases Rentals applicable to operating leases are charged to the Operating Cost Statement as incurred.

Insurance No outside insurance is effected against fire, explosion, common law, third party and similar risks, except where there is a statutory requirement to do so.

Research and Development

Expenditure on research and development is treated as an operating cost in the year in which it is Sc ottish Prison Servic incurred. e Annual Report & Ac c ounts 2002-03

61 62 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 c 2003. Details can befound intheresource accounts oftheCabinet Office. For 2002-03employer its shar The PCSPSisanunfundedmulti-employer definedbenefitschemebuttheAgencyis unable to identify benefits isacharge onthePCSPS. Pension Scheme(PCSPS)ofamountscalculated onanaccruing basis.Liabilityfor paymentoffuture period duringwhichitbenefitsfrom employees’ services bypaymentto thePrincipal CivilService .Income from allsources 2. arr Pension benefitsfor past andpresent employees are provided through theCivil Service pension P Average numberofpersons employed duringtheyear: Number ofEmployees Employees Staff costs duringtheyear were: Staff Costs 3. Agency r ontributions of£14,687,179w ensions angements, off Social securitycosts W Income from sales General revenue Rel etlicm garages - Rental income T Earl Other pensionc Loss onsale ofassets Sec Amounts payable inrespect ofstaff on ot ages andsalaries e oftheunderlying assets andliabilities.Afullactuarialvaluation wascarried outat31March ec al empl ease ofDonated Asset Reserve ondment andagency/t y departure costs (seeNote 22) ognises thee oyment costs ering ar quarters - os ts xpect ange ofdefinedbenefitsandcontributions pensionschemes.The ed c er empor e payable to thePCSPS(2001-02 £14,084,066)atrates in therange 12 os ts ofpr ary staff o viding pensionsonasys tematic andrational basisover the 2002-03 2001-02 2002-03 020 2001-02 2002-03 121,912 ’0s£’000s £’000s £’000s £’000s 14,687 99,321 2,990 2,715 4,607 1,313 6,457 (230) 462 134 22 10 11 Restated 2001-02 123,348 100,221 14,084 4,536 1,152 7,299 2,374 1,938 (43) 592 430 22 15 12 Annual Ac

to 20.5 percent of pensionable pay, based on salary bands. Rates will remain the same next year, subject to revalorisation of the salary bands. Employer contributions are to be reviewed every 4 years following

a full scheme valuation by the Government Actuary. The contribution rates reflect benefits as they are c accrued, not when the costs are actually incurred, and past experience of the scheme. ounts 2002-03

Employees joining after 1 October 2002 could opt to open a partnership pension account: a stakeholder pension with an employer contribution. Currently there are no stakeholder pension schemes in place.

The salary and pension entitlements of the Board Members were:

Real increase Total accrued Salary (as in pension pension at age 60 Salary defined below) at age 60 at 31 March 2003 2001-02 Name and Title Age £’000s £’000s £’000s £’000s

T CAMERON 56 110-115 2.5-5 50-55 100-105 Chief Executive

B ALLISON 41 60-65 0-2.5 5-10 50-55 Director

C CARLIN (1) 39 5-10 0-2.5 10-15 45-50 Director

M DUFFY 54 65-70 0-2.5 20-25 60-65 Director

W PRETSWELL 46 75-80 0-2.5 5-10 65-70 Director

P RUSSELL (1) 52 5-10 0-2.5 20-25 60-65 Director

K THOMSON (1)(2)(3) 40 50-55 0-2.5 10-15 n/a Director

A SPENCER 57 60-65 0-2.5 20-25 50-55 Director

P WITHERS(2)(3) 56 65-70 0-2.5 25-30 60-65 Sc

Director ottish Prison Servic

A MACINTYRE 65 5-10 - - 5-10 Non-exec Director

M WISHART 55 5-10 - - 5-10

Non-exec Director e Annual Report & Ac

(1) The salary range reflects remuneration for the months in office. C Carlin and P Russell ceased to be Board Members on 10/05/02 and 06/05/02 respectively. K Thomson became a Board Member on 10/06/02. (2) Opted to join Premium scheme.

(3) c

Pension details assume maximum commutation for lump sum. ounts 2002-03

63 64 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 reduction andwithservice enhanced asfor widow(er) pensions. of seriousillhealth.Inthisc empl premium orjoiningagoodquality‘money purchase’ stakeholder basedarrangement withasignificant Classic PlusandPremium). New entrants after 1October 2002maychoosebetween membership of civil serv Pension benefitsare provided through theCivilService pensionarrangements. From 1October 2002, Pension Benefits r all Salary includesgross salary,performance payorbonuses,overtime, recruitment andretention Salary servic contribute afurther0.8percent ofpensionable salaryto cover thecost ofriskbenefit cover (deathin the empl employee doesnothave to contribute but,where they do make contributions, thesewillbematched by percent and12.5percent (dependingontheageofmember)into astakeholder pensionproduct. The This isastakeholder-type arrangement where theemployer paysabasiccontribution ofbetween three Partnership Pension Account P c This isessentially avariation ofPremium, butwithbenefitsinrespect ofservice before 1October 2002 Classic PlusScheme enhanced to whatthey would have accrued atage60. health issuchthatitpermanentl pensions are brought into paymentimmediately withoutactuarialreduction. Where themember’s ill cannot exceed 10years. Medical retirement ispossible intheevent ofseriousillhealth.Inthiscase, enhancement oncomputing thespouse’s pension.Theenhancement dependsonlength ofservice and scheme paysalump-sumbenefitofthree times pensionable earningsandalsoprovides aservice partner atarate of3/80ths ofthemember’s pension(before anycommutation). Ondeathinservice, the per pension disclosure thetable assumes maximumcommutation. Members paycontributions of3.5 greater. Thecommutation rate is£12oflumpsumfor each£1ofpensiongiven up.For thepurposesof a maximumof3/80thsfinalpensionable earningsfor eachyear ofservice or2.25timespensionif no automatic lumpsumbutmembers maycommute someoftheirpensionto provide alumpsumupto Benefits accrue at1/60thoffinalpensionable earningsfor eachyear ofservice. Unlike classic, there is Premium Scheme depends onthel pay andalsoprovides aservice enhancement oncomputing the spouse’s pension.Theenhancement the member’s pension.Ondeathinservice, theschemepaysalumpsumbenefitoftwice pensionable percent ofpensionable earnings.Ondeath,pensionsare payable to thesurvivingspouseatarate ofhalf sum equivalent to three years’ pensionispayable onretirement. Members paycontributions of1.5 Benefits accrue attherate of1/80thpensionable salaryfor eachyear ofservice. Inaddition,alump Classic Scheme Inde fund asalumpsum. use theaccumulated fundto purchase apension.Themember maychooseto take up25percent ofthe eceived benefitsinkind. al ensions pay owances, andanyotherallowance to theextent thatitissubjectto UKtaxation. Noneoftheabove culat cent ofpensionable earnings.Ondeath,pensionsare payable to thesurvivingspouseoreligible x. oyer contribution (partnership pensionaccount). e andillhealthr ed br oyer upto alimitof3percent (inadditionto theemployer’s basiccontribution). Employers also ants maybeinoneofthree statutory based‘finalsalary’definedbenefitschemes (Classic, oadl abl e underClas ength ofservic y asperClassic. etirement). Themember mayretire atanytimebetween theages of50and75 sic, Pr ase, pensionsar e andc y prevents themundertaking anygainfulemployment, service is emium, andClas annot e x c eed 10years. Medical retirement ispossible intheevent e br ought int sic Plusare increased inlinewiththe Retail Prices o paymentimmediat el y withoutactuarial Annual Ac

4. Running Costs

These comprise: Restated c 2002-03 2001-02 ounts 2002-03 £’000s £’000s

Repairs and Maintenance 8,946 10,326 Depreciation and impairment 17,168 9,626 Other staff related costs 6,838 7,856 Heat, Light, Telephone etc. 6,965 6,425 Non-Domestic Rates 3,704 3,392 Rentals in operating leases - hire of plant and machinery 279 110 - other operating leases 13,034 13,431 General Expenditure 6,921 3,618 Notional Charges (see Note 21) 84 79

63,939 54,863

Depreciation includes a credit of £11,811k relating to the partial reversal of a previous impairment (£5,451k in 2001-02) arising upon revaluation of land and buildings. Included within Other Operating Leases is an amount of £11,634k (£12,104k in 2001-02) in relation to Private Finance Initiative Expenditure.

5. Other Current Expenditure

These comprise: 2002-03 2001-02 £’000s £’000s

Victualling and Other Supplies 10,566 10,092 Prisoner Earnings 2,162 2,066 Other Costs 10,635 8,745

23,363 20,903 Sc ottish Prison Servic

6. Interest Receivable

2002-03 2001-02 £’000s £’000s e Annual Report & Ac

Interest on early retirement prepayment 68 110 c ounts 2002-03

65 66 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 Cl Donated Assets NBV at31/3/2003 Depr ipsl 43 1)(4)(,0)()(7 (2,001) (17) 0 (5) 36,397 16,505 (13,253) (1,109) (440) 0 183 (17) 414,712 207 (413) 16,721 101 939 0 503 Closing Balance 0 £’000s 0 £’000s Disposals 9,734 18,563 13,570 £’000s 13,152 798 Revaluation £’000s under Construction £’000s 373,386 Compl £’000s Additions £’000s Opening Balance Cost orValuation Excluding Donated Assets Tangible Fixed Assets 7. eauto 2 22 380,517 16,721 0 0 19 0 0 487 5,414 0 0 236 2 0 357,640 0 0 At 31/3/2002 1,209 (4,562) 20 2 0 0 28,446 0 Closing Balance 21 0 Revaluation Charge 34,882 0 Opening Balanc 161 0 0 Cl 256 263 0 (18) 1,774 484 Opening Balanc 0 91 950 9,247 (4,562) 26,157 8,162 562 Disposals Backlog 16,427 Reval Adj Charge Opening Balance Depr B t3//036804000692 0 416,970 19,956 0 54 532 0 4,719 4 140 0 391,569 688 At 31/3/2003 Total NetBookValue NBV at31/3/2003 diin 0 0 0 0 0 0 0 Re Additions osing Balanc osing Balanc v aluation aud417000004,157 0 0 21,415 0 0 34 0 0 0 414 4,157 (23) Indexed 20,990 Valued eciation eciation eted Assets e e e e ulig eilsEupEup&Ftig osrcinTotal Construction &Fittings Equip Equip Vehicles Buildings 9,8 4 ,1 3 41,5 416,278 19,956 54 532 4,715 140 390,881 2,3 5 443893751,5 474,680 19,956 715 8,933 14,483 758 429,835 ad&MtrPat&Cm itrsAssets under Fixtures Comp Plant& Motor Land & 38,954 (18) 741 1 1000723 0 0 0 11 0 712 30700060 0 0 0 7 0 53 90000029 0 0 0 0 31 0 29 (17) 618 0 0 9,768 (424) 1000752 0 0 0 11 5 (1,109) 8,401 003600 661 (5) 0 0 (1,573) 58,402 Annual Ac

The establishments which were revalued by the Chief Valuer of Scotland at 31 August 2002 were HMP Castle Huntly, HMP and YOI Glenochil, HMP Low Moss and HMP Peterhead. The total value of these

properties at that date was £61,807,790. c

Land was separately revalued at establishments at 31 March 2003. The total value of this land was ounts 2002-03 £77,833,000.

In September 2002 the Deputy First Minister announced the outcome of the SPS Estates Review. As a result of the planned modernisation of the estate, accelerated depreciation was applied to the relevant assets at affected sites using the development plans to 31 March 2003. The total depreciation charged to the income and expenditure account is shown in note 4.

Included within tangible fixed asset additions are amounts of £9,364,763 and £11,741,858 relating to investment in new houseblocks at HMYOI Polmont and HMP Edinburgh respectively.

Included within the Land and Buildings is an amount of £6,697,059 representing an increase of £549,901 in the reversionary interest in the Private Finance Initiative prison HMP Kilmarnock. At the end of the contract the asset, HMP Kilmarnock, reverts to SPS at nil cost. The value of the asset is accrued on a proportionate and accumulative basis throughout the life of the contract.

Donated assets include a Visitors’ Reception Centre at HMP Edinburgh provided to the Scottish Prison Service in March 2000 with the restriction that it be leased to the developer, for a peppercorn rent for a period of 35 years, to be used solely as a Visitors’ Reception Centre.

8. Intangible Fixed Assets

The Agency’s intangible fixed assets comprise purchased computer software.

Cost or Valuation £’000s

Opening Balance 3,151 Additions 122 Revaluation 0 Disposals (35)

Closing Balance 3,238

Amortisation Sc ottish Prison Servic

Opening Balance 2,593 Charge 506 Revaluation 0 Disposals (35) e Annual Report & Ac

Closing Balance 3,064

Net Book Value at 31/3/2003 174

Net Book Value at 31/3/2002 558 c ounts 2002-03

67 68 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 Other Debt and finishedgoodsfor resale Industries raw materials, work inprogress Provision for obsolete stock Works, Estates andLocks Cash inHand Other Debt Consumables The maincategories ofstock heldare: Stocks 9. Accounts attheOffice ofHMPaymaster General CashatBankandin Hand 11. Pr Amounts dueafter more thanoneyear: Trade Debtors Amounts duewithinoneyear: Debtors 10. Fund balances onbehalfofprisoners. In additiontheSc Other BankAc Recoverable VAT Prepayments andAccrued Income Provision for BadDebts epayment ors or s c ounts ottish PrisonService holds £234,897(2001-02£174,299)inrespect of CommonGood 020 2001-02 2002-03 020 2001-02 2002-03 020 2001-02 2002-03 ’0s£’000s £’000s ’0s£’000s £’000s ’0s£’000s £’000s 3,502 1,621 1,707 4,398 1,292 3,106 1,513 (387) (16) 561 553 408 317 311 981 791 265 45 46 4,061 2,160 1,732 5,052 1,746 1,364 3,306 1,603 (437) (55) 606 401 315 382 842 334 582 41 45 Annual Ac

12. Creditors 2002-03 2001-02

£’000s £’000s c Amounts due within one year: ounts 2002-03 Trade Creditors 4,931 4,782 Accruals 6,834 5,153 Other Creditors 290 357 Amounts due to Justice Department 7 135 Excess Receipts due to the Scottish Consolidated Fund 0 830

12,062 11,257 Amounts due after more than one year: Deferred Residual Interest 4,309 4,339 Capital retentions 394 0

4,703 4,339

16,765 15,596

13. Movement in Provision and Charges

The provision for future pension payments and other charges is as follows:

Other Charges Pension Total 2002-03 2002-03 2002-03 2001-02 £’000s £’000s £’000s £’000s

Balance at 1 April 2002 1,690 1,333 3,023 2,342 Provided in the year 2,083 131 2,214 1,921 Amounts utilised in the year (104) (569) (673) (1,190) Released in the year (283) 0 (283) (50)

Balance at 31 March 2003 3,386 895 4,281 3,023 Sc ottish Prison Servic e Annual Report & Ac c ounts 2002-03

69 70 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 Backlog depreciation Revaluation Adjustment Revaluation Transfer ofrealised element from Revaluation Reserve (Note 16) Deficit for financialyear From Scottish Consolidated Fund Rel Balanc Balance at1April2002 Movement inGeneral Fund 14. Balance at1April2002 16. Balanc Donated Asset Reserve 15. Balanc Donated duringyear Realised elements transferred (to)/ from General Fund Notional Charges (Note 21) Balance at31March 2003 Net Revaluation surplus/(deficit) ease ofReserv Movement inRevaluation Reserve e at31Mar e at1April2002 e at31Mar e Oper ch 2003 ch 2003 ating St at ement ulig qimn oa Total Total Equipment Buildings 020 020 020 2001-02 2002-03 2002-03 2002-03 ad&Plant& Land & ’0s£00 ’0s£’000s £’000s £’000s £’000s (20) 688 681 7027 0 27 000 (2) 4 6 (229,427) 020 2001-02 2002-03 020 2001-02 2002-03 355,691 221,556 336,700 ’0s£’000s £’000s £’000s (3,500) 23,362 48,023 14,443 34,583 3,500 3,335 (838) (22) 692 687 (221,122) 336,700 210,901 325,276 £’000s 21,786 34,583 24,391 1,709 8,661 (319) (141) (22) 141 687 680 28 1 Annual Ac

17. Leasing Commitments

At 31 March 2003 the Agency had annual commitments for operating lease rentals as follows: c ounts 2002-03

2002-03 2002-03 2001-02 £’000s £’000s £’000s Land & Buildings Other Leases All Leases

Expiring within 1 year 0 425 9 Expiring between 1 and 5 years 079566 Expiring between 11 and 15 years 959 0 959 Expiring between 21 and 25 years 0 13,007 12,446

959 13,511 13,980

Included within other leases is the annual commitment for a contract, which SPS awarded under the Private Finance Initiative, to design, construct, manage and finance a prison at Kilmarnock. This contract commenced in March 1999 and was let for a period of 25 years. The annual commitments vary each year with more significant variations in later years, with a reduction of approximately £5m over years 18 to 25. The estimated capital value of the project is approximately £35m.

In the event of termination of the PFI contract, SPS has committed to pay certain amounts to the contractor according to defined formulae. In the case of voluntary termination by SPS, a sum will be payable based on the equity value of the contract and certain other costs. In the event of termination due to contractor default, a sum will be payable based on lender liabilities less full rectification and any additional costs incurred by SPS as a result of executing this option.

18. Capital Commitments

The Scottish Prison Service is committed to the following: 2002-03 2001-02 £’000s £’000s

Committed at 31 March 2003 7,045 27,231 Sc ottish Prison Servic This figure includes the amount contracted at 31 March 2003 with additional amounts committed in order to fulfil the capital programme. e Annual Report & Ac c ounts 2002-03

71 72 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 amounting to atotal loss of£961k. Los The auditfee isanotionalcharge, asnotifiedto usbyourauditors, AuditScotland. donated assets andcash balances withtheOffice ofHMPaymaster General where thecharge isnil. The Cost ofCapital charge iscalculated as6percent ofallassets less liabilitiesover theyear, except for Scottish Executive Services 0 Resource Account andLosses 20. At 31March 2003theAgencyhadoutstanding contingent liabilitiestotalling: ContingentLiabilities 19. Cos The following notionalcharges have beenincludedintheaccounts: 21. Total Special P Notes Total Losses Statement Executive. TheAgency'sexpenditure forms asectionwithintheScottish Executive Justice Department. Resource Account for 2002-03.TheScottish PrisonService isasupply-financed agencyoftheScottish Receipts andpaymentsoftheScottish PrisonService willberecorded intheScottish Executive Auditor’s remuneration ses includethr t ofc Notional Charges apit ayments al char ee c ges ases ofdamaget o thees t at e caused byprisonerincidentseachinexcess of£100k, ae ’0sCss£’000s Cases £’000s Cases 2 1,249 925 9 155 297 2002-03 020 2001-02 2002-03 020 2001-02 2002-03 ’0s£’000s £’000s £’000s 23,362 23,264 2,022 84 14 9 419 595 5 302 351 2001-02 £’000s 21,786 21,671 1,043 79 36 Annual Ac

22. Early Departure Costs

The cost of early departures to the Scottish Prison Service in 2002-03 was £134k (£592k in 2001-02) and c represents the cost of early departure decisions made in the current and earlier years. ounts 2002-03

23. Key Financial Target

The Agency’s key financial target was to keep the cost per available prisoner place within £31,900. The actual annual average cost per prisoner place, calculated on a resource accounting basis (excluding capital charges), in 2002-03 was £29,839 (2001-02 £30,172).

No financial target has been set inclusive of capital charges. However, for information purposes, the actual annual average cost per prisoner place, calculated on a resource accounting basis (including capital charges), in 2002-03 was £32,588 (2001-02 £35,226).

24. Related Party Transactions

The Scottish Prison Service is an Executive Agency of the Scottish Executive. The Scottish Executive is regarded as a related party with which the Agency has various material transactions. In 2002–03, none of the Board Members, members of key management staff or other related parties have undertaken any material transactions with the Agency. Sc ottish Prison Servic e Annual Report & Ac c ounts 2002-03

73 74 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 Respective responsibilities oftheAgency,ChiefExecutive andAuditor Auditors andofAudited Bodiesprepared byAuditScotland, dated July 2001. for Scotland andfor nootherpurpose,assetoutinparagraph 43oftheStatement ofResponsibilities and Ac This report ismadesolely to thepartiesto whomitisaddressed inaccordance withthePublicFinance out onpages59t as modifiedbytherevaluation ofcertain fixed assets andinaccordance withtheaccounting policiesset (Scotland) Act2000.Thefinancialstatements have beenprepared underthehistorical cost convention I hav misstatements ormaterial inconsistencies withthefinancialstatements. the financialstatements. Iconsider theimplications for myreport ifIbecome aware ofanyapparent I read theotherinformation contained intheAnnual Reportandconsider whetheritisconsistent with c form anopinionontheeffectiveness oftheAgency’s corporate governance procedures oritsriskand fr with theguidance, or if thestatement ismisleading orinconsistent withotherinformation Iamaware of statements onthesystem ofinternal control. Ireport if,inmyopinion,thestatement doesnotcomply I review whether thestatement onpages52to 53complies withScottish Executive guidance on require for myaudit. has notkept proper accounting records, orifIhave notreceived alltheinformation andexplanations I I alsoreport if,inmyopinion,theForeword isnotconsistent withthefinancialstatements, iftheAgency made thereunder bytheScottish Ministers andwhether, inallmaterial respects: prepared inaccordance withthePublicFinance andAccountability (Scotland) Act2000anddirections I report myopinionasto whetherthefinancialstatements give atrueandfair view andare properly guided bytheauditingprofession’s ethical guidance. (Scotland) Act2000andtheCodeofAuditPractice approved bytheAuditor General for Scotland, and responsibilities, asindependentauditor, are established bythePublicFinance andAccountability Executive are alsoresponsible for thepreparation oftheothercontents oftheAnnualReport.My financial statements andfor ensuringtheregularity ofexpenditure andreceipts. TheAgencyandChief As describedonpage52theAgencyandChiefExecutive are responsible for thepreparation ofthe ontr om myaudit.Iamnotr thesumspaidoutofScottish Consolidated Fund for thepurposeofmeeting theexpenditure • • e audited thefinancialstatements onpages54to 73underthePublicFinance andAccountability ol pr countability (Scotland) Act2000andtheCodeofAuditPractice approved bytheAuditor General Budget (Sc accordance withanyapplicable enactmentsandguidance issued bytheScottish Ministers, the Act 1998. shown inthefinancialstatements were appliedinaccordance withsection65oftheScotland Accountability (Scotland) Act2000;and the e oc edur xpenditur es. o 61. Independent Auditor’s Report otland) Actc e andr the Auditor General for Scotland equir to theScottish Parliament and ec ed t o eipts sho v ering thefinancialyear andsections4to 7ofthePublicFinance and o c onsider whetherthes wn inthefinancialstatements were incurred orappliedin tatement covers allrisksandcontrols, or Annual Ac

Basis of audit opinions

I conducted my audit in accordance with the Public Finance and Accountability (Scotland) Act 2000 and c the Code of Audit Practice, which requires compliance with relevant United Kingdom Auditing Standards ounts 2002-03 issued by the Auditing Practices Board.

An audit includes examination, on a test basis, of evidence relevant to the amounts, disclosures and regularity of expenditure and receipts shown in the financial statements. It also includes an assessment of the significant estimates and judgements made by the Agency and Chief Executive in the preparation of the financial statements, and of whether the accounting policies are appropriate to the Agency’s circumstances, consistently applied and adequately disclosed.

I planned and performed my audit so as to obtain all the information and explanations which I considered necessary in order to provide me with sufficient evidence to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or other irregularity or error, and that, in all material respects, the expenditure and receipts shown in the financial statements were incurred or applied in accordance with any applicable enactments and guidance issued by the Scottish Ministers. In forming my opinion I also evaluated the overall adequacy of the presentation of information in the financial statements.

Opinions

Financial statements

In my opinion the financial statements give a true and fair view of the state of affairs of the Scottish Prison Service Executive Agency at 31 March 2003 and of the net cost for the financial year, recognised gains and losses and cash flows for the year then ended and have been properly prepared in accordance with the Public Finance and Accountability (Scotland) Act 2000 and directions made thereunder by the Scottish Ministers.

Regularity

In my opinion, in all material respects: • the expenditure and receipts shown in the financial statements were incurred or applied in accordance with any applicable enactments and guidance issued by the Scottish Ministers, the Budget (Scotland) Act covering the financial year and sections 4 to 7 of the Public Finance and Accountability (Scotland) Act 2000; • the sums paid out of the Scottish Consolidated Fund for the purpose of meeting the expenditure Sc

shown in the financial statements were applied in accordance with section 65 of the Scotland ottish Prison Servic Act 1998. e Annual Report & Ac FIONA KORDIAK CPFA, Chief Auditor Audit Scotland – Audit Services (East Region) Osborne House, 1/5 Osborne Terrace Edinburgh EH12 5HG 4 July 2003 c ounts 2002-03

75 76 Scottish Prison Service Annual Report & Accounts 2002-03 Annual Accounts 2002-03 .Inadditionto therequirements oftheManual: 3. Thestatement ofaccounts shallgive atrueandfair view oftheincome andexpenditure andcash 2. 1. Dat Signed bytheauthorityofScottish Ministers P SCOLLINGS 4. ed 29thMarch 2001 ..Whenpreparing itsincome andexpenditure account, theScottish PrisonService shallhave 3.1. flows for thefinancialyear, andthestate ofaffairs asattheendoffinancialyear. prepared. Resource Accounting Manualwhichisinforce for theyear for whichthestatement ofaccounts are years shallcomply withtheaccounting principles anddisclosure requirements oftheedition The statement ofaccounts for thefinancialyear ended31March 2001andsubsequentfinancial super This direction shallbereproduced asanAppendixto thestatement ofaccounts. Thisdirection 1985 to theextent thatsuchrequirements are appropriate to theScottish PrisonService. regard to theprofit andloss account format 2prescribed inSchedule 4to theCompaniesAct sedes theonedat in accordance withArticle 19(4)ofThePublicFinance Appendix to theAccounts and Accountability (Scotland) Act2000 ed 25thApril2000. Direction bytheScottish Ministers Printed intheUKfor TheStationery Office Limited on behalfoftheQueen’ Scottish PrisonService 7/03 c5 s Print er f or Sc otland Published by TSO (The Stationery Office) and available from:

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